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“Be Honest, Grow With Your Students”: An Interview with Roselyn Baronia on her experiences with AI, Assessment, and a New Oral Defense (Part 3)

In the final installment of this three-part interview, Roselyn Baronia shares her students’ reactions and her reflections after she introduced an oral defense into a coding lab in her AP Computer Science A (CSA) course. In part one, Baronia described her background and the problems she encountered with the students that made her realize that something had to change. Baronia has been teaching at the Tsinglan School, a private international school in Dongguan, China, since 2020. She’s also the Head of the Computer Science department, the Technology Coordinator, and the chair of the school’s AI committee. This interview has been edited for length and clarity and formatted by Adelaida Kim. 

As a resource for teachers interested in adapting an oral defense into their work, a public website provides access to some of Baronia’s materials from the virtual pet project, including a timeline, a lesson overview, student examples, and a rubric.

For previous posts related to AI, see: Could concerns about the academic pressure on students in China lead to real changes in conventional schooling? Stability & change in the education system in China (Part 4); Scanning the global headlines for recent news on AI, schools, and education: Rapid growth in uses, users, and concerns.

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Thomas Hatch (TH): You’ve described for us why you created the oral defense for your students’ coding lab and how the oral defense worked; can you tell us about the students’ reaction? Once they had completed their presentations and participated as panelists — what were their reflections?

Roselyn Baronia (RB): Generally, their reflections showed the students found the oral defense helpful in terms of preparing them for their external exam and understanding the coding process. That’s really a big thing for me, because that’s what I want. I want them not to just submit a project, but to understand how they were able to come up with that project. The reality is that in the future, they will really be using AI when they’re working. But making choices — why are you creating this kind of collection instead of just a simple variable, for instance — it’s important that they understand why, justify their choices, and consider what alternatives there might be. That’s what they were saying in the feedback. They were also saying they found it very helpful and want to do it again, but there are also some students who felt that some of the questions — coming from their peers — were not technical enough. Some of them said they hoped the audience could ask questions. But overall, they are looking forward to doing it again.

A screenshot of students answering questions during their oral defense
YouTube Video of Group 2 answering questions during their oral defense

TH: What about your experience? You told us a little about the different kinds of presentations, but as you were watching the presentations and then as you reflected on the whole process — what did you notice? What stood out to you?

RB: I was so proud of my students. I can’t tell you how proud I am to see them like that. I could see how excited they were; they were beaming with excitement. And even the teachers were very happy, saying, ‘Wow, I didn’t know that it would be this fulfilling to hear the students explain the reasons why they chose this or that functionality.” That was really good, because for instance, some students would add a feature and say, “I did this because I also have cats at home” — they could relate it to real life. They’d say, “I added this feature because when my cat keeps playing with other cats, they’ll be happy, but they’ll also get tired. So in my program, I created this variable that keeps track of the happiness of the pet, and then I had to create a formula so that it would impact the level of energy and the level of thirst of the pet.” It’s amazing when you hear this from the kids — how creative they can be. You can’t help but laugh while they’re sharing. I’m really, really proud of what they did.

Slide screenshots from Group 2’s presentation showing codes from the virtual pet project
Slides from Group 2’s presentation (YouTube Video) showing how each code decides what happens when the virtual pet eats. Each food item has its own effect: it can boost energy, happiness, or add weight
A list of problem-solving approach to create codes from Group 2’s presentation
A slide from Group 2’s presentation to help explain how they used a problem-solving approach to create codes

Takeaways from the oral defense and implications for the future 

TH: We’re conducting this interview only a few weeks since you held the oral defense. What are you taking away? Are you planning to make changes in the future? 

RB: Next year I think I’ll have mini oral defenses throughout the year. I might do this in pairs — giving each pair 5–10 minutes for small projects or small coding activities where they’ll have a defense among each other. That way they’ll practice how to ask questions, feel more confident doing this kind of activity, and see the value of understanding algorithms and problem decomposition. Problem decomposition is actually one of the key issues I see in computer science. Students get too excited and immediately open the Integrated Development Environment (IDE) and start coding without even knowing what the problem is. I think this is not just a computer science issue; it’s connected to math as well. I spoke to the math teachers and told them maybe we can look at strengthening the skill of decomposing a problem by giving students more structure. For instance, I tell them to find all nouns and put them in a rectangle and find all verbs and put them in circles — verbs and nouns connected to programming. I think this is a very, very important skill that students should master if we want them to be better in computing.

TH: Where in your schedule — in your labs or your PBLs — would you put these mini oral defenses?

RB: Probably during the coding activities. For example, in every unit, we have coding activities to develop students’ skills followed by a coding challenge. I have two 40-minute blocks. In the first 40-minute block, 25 minutes is for coding activities intended to build student skills. In the second 40-minute block, I usually give a programming challenge — the students now have the skills, so I level up the coding activity. There’s less structure for this challenge, and the students really have to think about how to solve the problem. That’s probably when they can do the mini oral defense. I’m thinking they would have these mini-defenses maybe twice per topic, because I don’t have too much time. Or perhaps I could have them record their work and put it on a SharePoint site where classmates can comment or ask questions and interact through the platform, so as not to take time from the class. 

TH: Any other takeaways or ways that this experience is affecting your thinking or planning for the rest of this year or next year?

RB: I think I can say that if we involve students in the process and are honest with them about what we’re seeing, they will also see the value of what we want to achieve. This is what I experienced. I told them I was really concerned, and I stated some facts with them. Because of that, students felt the sincerity that there really is a need for modifying how we do things in the class. 

The students were very helpful, and they were the ones who actually came up with many of the ideas. They would say: “Miss, I think it’s going to be better if we do it this way.” So, my key takeaway is: be honest, grow with your students. It’s okay to make mistakes, and you can admit it with your students and laugh about it. I know a lot of teachers are very much afraid of using technology in class or of pointing out problems when using technology, because they themselves are not confident about making mistakes in front of their students. But I think the more we become honest with our students, the more we become reachable, relatable, and more human. And that makes the class more exciting and more colorful.

TH: Wonderful. What were some of the other ideas that came from the students that you might implement?

RB: As I said, one of the things is the students said they should be able to ask more questions, which is a really good idea. They also suggested inviting teachers from other departments. This virtual pet lab is similar to creating a Tamagotchi, and they were thinking of what it would be like to sell their apps. One student said, “What if we could invite a business teacher to listen to this?” I said, “Yeah, that’s a good idea; maybe we can do that.” Those ideas are helpful because I can see that they also want to connect what we’re doing in the classroom with other disciplines, and I think that’s what we also aim for. It’s good to be hearing it from the students themselves.

Images of virtual pets created by Group 2
Screenshots of Group 2’s virtual pets

The limits of time for co-designing activities with students and implementing new assessments

TH: Are you going to include more opportunities in your classes for students to share their ideas about assessment or other things?

RB: To be honest with you, I don’t think I can do that too often because we have so many interruptions, and so many things to do to prepare them for the external exam. But, whenever possible, I already involve my students in designing activities or assessments because I want them to own their learning. Aside from what I’ve shared during the interview, I use the time that I walk around to informally gather their thoughts about the activities and assessments. I also ask them to reflect every time they do coding activities. They write these in their notebooks – writing errors, how did they correct it, key takeaways, etc. and then how they think they can best showcase their learning on this matter. I also reach out to students during the summer and ask them then, because I already know who my students will be. We have a course selection platform that students use, so I know who’s going to be in my class. I usually reach out to them before the holiday, and I assign them some homework or readings on certain topics, so I can save time and have more time for other things. I need to identify what topics I think students can actually do themselves.

TH: Talking about the limited time, a lot of teachers are concerned that they can’t add anything like an oral defense because there’s no time. How did you make the time to add in the oral defense? What did you drop?

RB: I actually did not drop anything. I just used a flipped approach and recorded things. For differentiation, I have different ways for my students to learn a topic. Some students who are already skilled don’t need to listen to my lecture — they can immediately jump into programming activities. But some students will watch my lecture at home so that when they come to school, they can do the activity. So I did not drop anything, but I would say I tried to speed things up.

But also, before the holidays, I will explain to my students: “We have this laboratory coming up, and I know that you like doing this, and I want you to have fun. But for this to happen, I’m sorry, but there are things you have to do during the holiday. Is that fine with you?” And they will say “yes.” Again, I try to be as honest as possible with them instead of dictating. The more they know the reasoning behind something, the more they cooperate.

Oral assessment, differentiation and support for language learners

TH: You mentioned differentiation, so I wanted to go back to that student you mentioned in the second part of our interview who you said was struggling with English. I think one of the biggest concerns about oral defenses and oral assessments is that whether it’s a home language or a second language, students’ communication or language abilities can get in the way of their ability to show their technical skills or content knowledge. How did you deal with that with the oral defense?

RB: That was a real issue for us. For the oral defense, I explained to the teachers who served as panelists and who could only speak English that I allow the student panelists to ask questions in Chinese, since they know this student is struggling in English. Then the student panelists would also relay the question to us in English so we could understand. The other teachers and I gave our questions in English, and I asked the student, “Do you need someone to translate this for you?” Sometimes he would say “yes,” but most of the time he would say, “No, Miss Rose, I know, I understand.” I could really see how much he was trying. He would bring a dictionary with him all the time. He was really working very hard to remember vocabulary words. When I speak to him, I try to repeat those words so he gets used to them — and those vocabulary words are the ones used in the external exam as well. When he tried to respond, he couldn’t always come up with a full sentence, but I told him, “That’s fine. If you want to answer in Chinese, I’ll ask your classmates to translate.”

In the end, I don’t think assessing him was more difficult than assessing other students — his coding abilities came through. Every time I wanted to emphasize something, I would ask his classmates to say it in Chinese. But before doing that, I would ask him first if he needed a translation. Because of a good connection with him — I would say we have a very good teacher-student relationship — he would honestly tell me whether he needed translation or not. I don’t see that as a problem at all.

Implications for AI and assessment across classes

TH: In your role as technology coordinator — not just in your coding class, but in the school — what else have you noticed about the use of AI and assessment? What are you learning and what will you be changing as a result?

RB: Reflecting on our various efforts to improve AI integration, I have come to realize the need for more explicit and structured guidance. Previously, for faculty, I shared sample tasks with simple tables indicating where AI use was permitted or restricted, or adjustments to assessment guidelines. However, I now see that this level of guidance is not sufficient—teachers require more concrete support.  Similar to how we scaffold learning and make thinking visible for students, I believe we need to apply the same approach for teachers. Recently, I have been developing step-by-step guidance, such as:

  • how to initiate conversations with students about AI,
  • which tools to recommend,
  • how to guide students in crafting effective and appropriate prompts, and
  • how to support student reflection on their use of AI.

I am also applying this structured approach to develop resources for teacher-related tasks. With the help of the AI Committee, I’ve created a presentation and some support for lesson planning. Rather than simply advising teachers to “think before using AI,” we are explicitly outlining what prior thinking is expected and what data or inputs need to be prepared before engaging with AI tools.

Baronia’s presentation slide to her colleagues about different uses of AI
A slide from Baronia’s presentation to her colleagues about uses of AI

In a draft policy I submitted to the principal, I also wrote that when teachers are using AI in the classroom, at the very least, they have to have students reflect on the kind of results AI has generated, because this is aligned to the different research studies I’ve read. That’s also part of the reason I created the summative assessment guideline and the oral defense — to show teachers that there should be another way of using AI without negatively impacting the critical thinking skills of students. And I can prove that. In the unit test connected to the Virtual Pet Lab with the oral defense, there was only one student who got less than 15 out of 18 — that’s really good. 

TH: What you mentioned about the teachers in the school is fascinating. One of the things I’m struggling with as a teacher is just keeping up with which assignments can now be done by AI and what I should do instead. Do you have a sense of which activities we should no longer assign because students are just using AI to do them?

RB:  There is a framework from Common Sense — I’m also a Common Sense Education Ambassador – and the framework is more about breaking down the task. For example, if a student is creating an essay, what are the stages? The first stage is brainstorming, the second stage is writing the first draft, and so on. The teacher has to break down the task, and then there’s a column that says ‘AI is allowed’ and ‘AI is not allowed,’ so the teacher marks it so students know exactly when AI can be used. And when AI is allowed — for example, in the first draft column — the teacher has to provide structure. I showed this in my training to teachers: I will have a table where on the left side you paste your draft, and the second part of the table shows how AI changed or modified the student’s draft. That document also includes what prompts were used, what parts of the AI-generated output the student accepted, what parts they didn’t, and why. 

“AI is a tool that should help us, not something to depend on”: An Interview with Roselyn Baronia on her experiences with AI, Assessment, and a New Oral Defense (Part 2)

With concerns that AI was undermining her students’ critical thinking, Roselyn Baronia didn’t ban it — she redesigned her assessment around it. In the second installment of this three-part interview, Baronia discusses the oral defense she created for a coding lab to produce a “virtual pet” and the rationale behind it. In part one, Baronia described her background and the problems she encountered with students that led her to realize something had to change in her teaching of AP Computer Science A (CSA). Part three will share some of Barnonia’s reflections on what she’s learned as she’s made these changes and on the implications for her future teaching. Baronia has been teaching at the Tsinglan School, a private international school in Dongguan, China, since 2020. Baronia’s also the Head of the Computer Science department, Technology Coordinator, and chair of the school’s AI committee. This interview has been edited for length and clarity and formatted by Adelaida Kim. 

As a resource for teachers interested in adapting an oral defense into their work, a public website provides access to some of Baronia’s materials from the virtual pet project, including a timeline, a lesson overview, student examples, and a rubric.part

For previous posts related to AI, see: Could concerns about the academic pressure on students in China lead to real changes in conventional schooling? Stability & change in the education system in China (Part 4); Scanning the global headlines for recent news on AI, schools, and education: Rapid growth in uses, users, and concerns.

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Thomas Hatch (TH): You’ve already talked about how, as you walked around your classroom, you could see that students were relying too much on AI when they were coding. When did you realize you had a problem? Can you pick up the story from there? 

Roselyn Baronia (RB): This was in November and December of 2025. I had already done the first two units, which are the foundation units of AP Computer Science A (CSA). In Unit 3, students are asked to apply what they learned in Units 1 and 2 in a project-based learning activity. In that activity, I’m not teaching in the traditional sense. The students will be building something, and I will guide them, but I won’t be delivering lessons. That was the time I realized my students were heavily depending on AI, because there were so many times I could see it. I would know because the students would try to hide it. They would try to close a window on their computer, or they’d look surprised when I walked by. I would just tell them, “Why does it feel like you’re cheating? Why do you think you’re cheating?” I’d ask them, “Why don’t you want to admit to me that you’re using AI?” They felt ashamed about using AI. That was the turning point. I was like, this has to change. Somebody has to make these kids understand that they are losing a very, very important aspect of learning if they totally depend on AI.

I told them, AI is a tool that should help us, but not something we can solely depend on. There are some kids that really need AI. For instance, I have a student who is struggling with English, and some teachers are concerned he might not graduate. But in my class, this student is really doing his best. It’s difficult for him because it’s in English and his English level is low — but that’s why he needed AI. For that particular instance, I think that’s fine. But for other students, AI is just an easy way to get the answers, and this is not right — that’s why I needed to change the assessment.

TH: What steps did you take once you realized you needed to do something?

RB: I had a conversation with my students. I told them about recent MIT research in an article called “Your brain on ChatGPT” that suggested that AI can be helpful. However, if you just use it to do the work for you, it can undermine your learning. I also shared some statistics from McKinsey, the World Economic Forum, and related research from MIT about the problems with relying too much on AI. I told my students: you are taking computer science, and you are at the front line of the technology used in the classroom, so you have to do it right and influence your peers. That’s why I need you to really think about why there’s a need for using AI.  Surprisingly, they acknowledged the problem. They said they rely too much on AI, and I was happy that they understood there is an impact from using AI — it’s a double-edged sword.

Baronia’s presentation slide to the students about AI usage and its effect on learning
A slide from Baronia’s presentation to the students about AI usage

After that, I asked them: How do you think we should modify our assessments to make sure you are not relying too much on AI and are actually learning? I tried to involve them in the process, because I have teenagers myself, and I know this is a sensitive matter. That’s why I realized maybe I should involve them — ask them how they feel about changing the assessment, how they feel about giving lower weights to final products and instead focusing on the process. Then, when I suggested doing an oral defense, they said, ‘Yes, we’re fine, we’re excited, we want to do the oral defense.’ 

Another reason they agreed to the defense was because, as they were doing their first lab, some of them were already using AI, and when they took the unit test and progress check afterward, there was a gap between what they were able to show in their final product and their performance on the free-response questions. That means some of them really relied on AI — maybe the students couldn’t admit it to me, but they admitted it to themselves — because the test results didn’t match the quality of the product they submitted.

The Oral Defense

TH: So you realized you had to do something last November while they were doing one of the project-based learning in Unit 3, and then you had the discussion with them in December, in preparation for their second Lab. After you had the discussion and got them on board, what did you do?

RB: When they said it was fine to change our assessments, I presented them with a plan for an oral defense to come at the end of their 2nd lab, and they were okay with it. They told me they were excited and looking forward to the oral defense. We brainstormed how they would be assessed and who would be part of a panel of judges who would assess them. Then they continued working on their projects. For this lab, all the students chose to create, and they worked on it between December and February. There actually wasn’t that much class time, because in January we had our final exam for the first semester, so there was an interruption; and then one week after their exam, we stopped again because of the Chinese New Year holiday — that was a three-week holiday. So we held the oral defense about two or three weeks after the Chinese New Year. 

Picture of one of the student groups discussing their coding in the oral defense
One of the student groups discusses their coding in the oral defense

TH: Can you describe for us how the oral defense went?

RB: The panel was composed of two adults — I was one of them, and the second was one of the other computer science teachers. I also invited the head of curriculum, teaching and assessment, and the division directors, because in my mind I also wanted to offer this learning opportunity that might help change assessments in other subjects. Unfortunately, the administrators were not able to come because of their busy schedules. 

TH: Just so I’m clear: you and one other computer science teacher were on the panel. Was there anyone else? 

RB: There were two students. One suggestion from the students was to allow everyone in the audience to ask questions, but that would take too long, but instead I was able to include two students on every panel. 

TH: Did every student have a chance to be a panelist?

RB: Yes. Because I wanted them to also experience what it’s like to ask questions.

TH: Did you do any preparation for them in terms of being a panelist, or did you just assign them and let it go? 

RB: That’s a very good question. I shared with them some of my experiences as a panelist, but I did not have a formal session to practice asking questions — and that’s something I have to reflect on. I experienced one or two students who, when they were supposed to ask questions, either didn’t want to ask questions or asked questions that were more connected to emotions and not very technical, like, “Did you enjoy it?” or “Did you have fun?”

TH: Can you describe for me your experience with the oral defense? How long did it take to do all of them? How did it work?

RB: The students worked in groups to create their virtual pets, and every group had 15 minutes for the defense — it was actually quite short. So basically, each group had 3 minutes for the presentation, and they could do it in any way they wanted.

A lot of students in the first class did a traditional presentation — they demonstrated their app and what it could do. But in the second class, it was more video-based. They created a video, and one of them did something like a podcast, as a way to share what their project was about. After the 3-minute presentation, the panelists started asking questions. Every panelist could ask up to 2 questions, for a total of eight questions. I designed for about 1 to 1 and 1/2 minutes per question, plus the presentation, so it took about 15 to 20 minutes per group. But that meant I could only have two groups do the defense in one 40-minute class block. In my first class, it took me 2 days — or 4 blocks — to finish the oral defense. The second class was smaller so it only took 1 day. Then they did a reflection the following day.

A screenshot of a student group presenting their coding presentation along with a picture of the same group answering questions during their oral defense
YouTube video of students’ coding presentation & YouTube video of student oral defense

The teachers and students on the panel get a copy of the manuscript before the day of the defense so they can go over their answers and base their questions on what the group has written. It also comes with a link showing a demo video of how the code works. Due to limited time, review of students’ work happens before the defense, so what we focus on during the 20-minute activity is more on students proving their work, justifying their choices, sharing rationale behind, understanding how AI is used or influenced in their choices, and checking if the work is originally done by them with AI assistance.

The Assessment

TH: That’s really helpful. You created a Summative Coding sheet for the Virtual Pet Lab, which has a set of questions in the different sections. What was your rationale for this — why did you structure it that way?

RB: I created it because I want to focus on the process. If you look at the summative assessment guidelines, it focuses more on brainstorming — what is the algorithm, how did they come up with it? I was looking at the debugging ability of the students, and I wanted to see what bugs they encountered and how they fixed them. I was looking at the revisions they made — what are the changes, what are the new features they added? So if you look at the rubric, you’ll see the weighting is more on the process itself.

Panelist scoring sheet for teacher usage
Click here to download the panelist scoring sheet)

I created the sections so that students also know where the questions will come from during the oral defense — so they don’t feel blindsided. They also know from the rubric how much each section weighs, which tells them what’s more important. 

TH: And these criteria are connected to your learning goals and also to the expectations for the AP exam?

RB: Yes, I make sure this is aligned to what is being asked in the external exam as well. It’s like hitting two birds with one stone. I want them to have fun, I want them to be responsible in using AI, but at the same time I want to make sure they are prepared for the external exam. And true enough, when they reflected on this, that’s actually what I saw in the reflection.

Next week: “Be Honest, Grow With Your Students”: An Interview with Rose Baronia on her experiences with AI, Assessment, and a New Oral Defense (Part 3)

“AI is a tool that should help us, not something to depend on”: An Interview with Roselyn Baronia on her experiences with AI, Assessment, and a New Oral Defense (Part 2) © 2026 by Thomas Hatch is licensed under CC BY 4.0

“I Felt Like I Was Losing My Role in the Classroom”: An Interview with Roselyn Baronia on her experiences with AI, Assessment, and a New Oral Defense (Part 1)

What do you do when virtually every activity you ask students to complete can be carried out almost entirely by AI? That’s the challenge Roselyn Baronia faces as she tries to help her students learn to code in AP Computer Science A (CSA). In the first installment of our three-part interview about her efforts to integrate AI into her teaching and transform her assessment process in the 2025-26 school year, Baronia describes her background, how AI crept into her classroom, and the moment she knew something had to change. Part 2 will describe a key change Baronia made in the course: the development and implementation of an oral defense that students are now expected to complete along with one of their coding projects. Part 3 shares some of Baronia’s reflections on what she’s learned as she’s made these changes, as well as the implications for her future teaching. Baronia has been teaching at Tsinglan School, a private international school in Dongguan, China, since 2020. She is also the Head of the Computer Science Department, Technology Coordinator, and chair of the school’s AI committee. This interview has been edited for length and clarity and formatted by Adelaida Kim.For previous posts related to AI, see: Could concerns about the academic pressure on students in China lead to real changes in conventional schooling? Stability & change in the education system in China (Part 4); Scanning the global headlines for recent news on AI, schools, and education: Rapid growth in uses, users, and concerns.

As a resource for teachers interested in adapting an oral defense into their work, a public website provides access to some of Baronia’s materials from the virtual pet project, including a timeline, a lesson overview, student examples, and a rubric.

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Thomas Hatch (TH): Could you give us a little bit of background about how long you’ve been teaching and what courses you’ve taught, and then a little bit about the AP Computer Science A course and how long you’ve been teaching that?

Roselyn Baronia (RB): I’m actually a computer engineer by profession, and I used to work in an IT company in the Philippines. But then I was invited to serve as one of the panelists in an oral defense — in the undergraduate thesis defense at the university where I graduated. That actually started my career in teaching because, after that experience, I became a university instructor. Before I knew it, I fell in love with teaching. 

I’ve been teaching for 18 years in total, and in K-12 for the last 13 years. I used to be a teacher in an International Baccalaureate (IB) school, so all the schools I’d worked at were IB schools, except Tsinglan, which I joined six years ago. I’ve been teaching AP Computer Science A (CSA) for 5 years.

A list of skills students will learn from AP Computer Science A
Learning objectives from AP Computer Science A (CSA)

TH: How many sections have you been teaching each year?

RB: It started with one class, and I only had 5 students in that very first class. Then it started to grow every year, and currently I have 29 students in two sections. I meet them for eight blocks of 40 minutes in every six-day cycle.

A full teaching load at Tsinglan is 24 blocks, and I handle 16 blocks a cycle. This is reduced because I’m the Head.of the Computer Science Department and the Technology Coordinator for the whole school. At one point, the school asked me if I wanted to just concentrate on being the Technology Coordinator and stop teaching, but I said no; I still want to teach. I love teaching — I just really cannot let it go. I feel that my students need me, even if I have other whole-school work.

TH: And as the Technology Coordinator, you’re working with faculty to help them integrate new technologies and deal with all of their technology issues as well?

RB: Yes, and I’m also the Head of the Computer Science department for the whole school, so I wear multiple hats. In addition, I’m helping the school in data analysis, and I also chair the AI committee — that’s also a whole-school responsibility. There are so many things that I do, but somehow, they overlap. There’s a connection between all of it. It actually puts me in a very good position to understand why assessments should change or be modified, because I can see what is happening and how other teachers are thinking. If I were just a classroom teacher, maybe I wouldn’t have that insight.

TH: Can you describe the basic structure of Computer Science A? 

RB: There are actually four units. This is the first year the College Board changed the syllabus. In the past, it was always 10 units, but this year was the first time they reduced it to just four units, and there are four recommended laboratories that we have to do so that students will be more prepared for the external exam.

Baronia's AP Computer Science A course timeline
*There is a holiday from September 27 – October 8, 2025.
** There is a Winter Holiday from December 20, 2025 – January 3, 2026, followed by a Semester 1 Final Exam until January 8, 2026.
*** These labs are assigned after the mock exam that occurred during April as enrichment activities. Instant feedback is provided; students can mark their own work from the College Board website. 

I’m using a book created by RuneStone Academy called CS Awesome. It’s free, and it’s very helpful because it’s very much aligned to how the College Board expects us to deliver the lesson. That book also comes along with an IDE, or Integrated Development Environment; it’s like the platform where students can actually create code. But the students also have access to other IDE’s, and this is where I realized the need to modify the assessment, because the moment students leave the College Board platform or the CS Awesome platform, they begin to use an IDE that has AI embedded in it. This was a turning point for me when I kept seeing that.

TH: Just so I’m clear, can you describe what an IDE is for those of us who don’t know anything about coding?

RB: In the old days, if you used Windows, you had a text pad, and this is where you actually coded, and we coded a lot of HTML or CSS to build a web page. The IDE is similar to that text pad, but it’s much more sophisticated because AI is already built into it. So if you type the first line, AI will already predict what you’re going to do and provide some parts of your code and suggest what you should do next. 

However, inside the College Board platform, there is no IDE at all. So, if students are going to answer something or take a test, they don’t have an IDE — they really just have to write code without indentation, without anything that shows it’s code. But for the labs, because they have to create a real project that actually runs, you cannot use the College Board platform. You really need to go outside of that, and that is when we begin having a problem, because they will be using an IDE like GitHub or Visual Studio. When they start using these IDEs, AI is already built in. When they start to write a line of code, AI will automatically suggest the rest. That got me thinking: how will I know that my students are actually thinking critically if they keep on using an IDE that has AI built in?

AI and the Challenges and Opportunities for Assessment and Learning

TH: When did you realize you needed to make a change in your teaching and assessment because of AI?  

RB: It started this past year, in our spring semester of 2025. It all happened after the Chinese New Year. The principal spoke about AI and that we have to use AI, so everything became about AI. The teachers were excited about it because they were thinking it was going to save their time — that was the initial feeling.

But then, as Technology Coordinator, I observe classes, and even when I walk through the hallway, I can hear teachers saying, ‘Okay, you can use AI.’ But the students don’t know how to use it effectively. That started the conversation among teachers, and because I’m also chair of the AI committee and also connected to our Continuous Improvement Group, I was a part of a number of conversations where teachers started talking about their concerns about the use of AI. That started me rethinking what I was doing in the classroom.

Before that, I would just kind of ignore AI or try not to recognize that my students were using it. Maybe I was in the denial stage at the beginning, but I was thinking, ‘Oh, my students probably won’t do that,’ or I would remind them, ‘Please don’t use AI.’ I was like that. But then this past fall when I saw that AI was getting more sophisticated, I realized I had to make a change. 

TH: Bring me back to the moment last fall — what led you to the realization that you had to change your practice because of AI? 

RB: What I usually do in the classroom is spend maybe 5–10 minutes in the beginning to set the tone — to tell the students what the learning objective is, how we’re going to achieve it, point out the vocabulary words, have a little discussion, and then have them do an activity. While they are coding, I walk around, and I usually see errors—there are bugs—and I check if they need my help. If they do, I’ll help them, or I’ll ask them about their reasons. Why is your algorithm like this? Why are you using conditional statements, for example, or why are you using a “while loop” instead of a “for loop”? 

In the past, maybe two or three years ago, when AI was not yet very well known to my students, I noticed they could articulate their decisions much better than now. Just as I said, a lot of my students now say, ‘This is what AI told me, I have to do this.’ That was frightening — there would come a point where students would no longer be thinking because they would just follow what AI tells them to do. AI here in China is also embedded in the browser — they have something called Doubao. I don’t know if you’re familiar, but it’s the most popular AI assistant in China; it’s like Gemini in Google Chrome. It’s very accessible to the students, and some of the students even use DeepSeek because their parents told them they can use it for their homework. So, I felt like I was losing my role in the classroom — like I was competing with AI.

TH: What do you mean when you say “I feel like I’m losing my role in the classroom”?

RB: I feel like I’m competing with AI. If I say something, and a student says, ‘But Miss, AI said it like this,’ then I feel like I need to justify what I’m doing. And then there’s tension, because I might tell them they’re not supposed to use AI. So I realized maybe what I’m doing is wrong. Maybe I should acknowledge that AI really exists, and that they can use it and do their projects with AI. But then the focus of my marking and scoring should no longer be about the final project, because I can no longer trust that it is fully their work.

What I really want is for my students to be very prepared for the external exam, because the parents are expecting their kids to get a good mark. I was thinking, how can I do that if I allow them to use AI but then mark the final product, which I know they can do so easily because of AI’s suggestions? That’s why I thought there has to be a change in how I conduct my assessment.

TH: That’s really helpful, but let me make sure I understand: The final product you’re talking about — is that the AP exam itself, or is it a project or culmination of your class?

RB: The final product I meant is the projects created based on the AP’s laboratory requirements. The College Board does not require projects for AP Computer Science A, but students have to do laboratory activities because that will help them retain the concepts and skills that are being assessed in the free-response questions, or FRQs, on the AP exam. For the exam, AP uses an app called Blue Book. It’s a kind of software with an embedded secure browser where students cannot leave that window. So when they take the test, they stay only in that environment, and they can’t use AI. 

TH: So was part of the problem that, on the one hand, you wanted them to be able to use AI, but on the other hand, you worried that they would then not be able to do well on the exam when they didn’t have AI?

RB: I want them to be prepared for the test — that’s a given. And when they take the test, there’s no AI; that’s for sure. But when they do the laboratory activity — which is very engaging for them because it prepares them for the exam — they’re being very playful, creative, and thinking of other things to add. But for them to be able to do that, they have to go beyond the curriculum, and so they need AI to help them.

It’s kind of tricky, because they are pushing themselves very much to come up with something. For instance, one of the students created a rhythm game. For her to be able to do that, she had to know how to create an interface in Java — and that is not part of the syllabus. She said, ‘Miss, it won’t feel good if I can’t finish this.’ That’s why she needed AI. But at the same time, I was also afraid that if she kept on using AI, maybe she wouldn’t be thinking deeply, and maybe she wouldn’t score high on the exam.

Next week: “AI is a tool that should help us, not something to depend on”: An Interview with Rose Baronia on her experiences with AI, Assessment, and a New Oral Defense (Part 2)

“I Felt Like I Was Losing My Role in the Classroom”: An Interview with Roselyn Baronia on her experiences with AI, Assessment, and a New Oral Defense (Part 1) © 2026 by Thomas Hatch is licensed under CC BY 4.0

Building bridges and creating a warm welcome: Developing national support for immigrants and multilingual learners in Iceland (Part 1)

What does it take to create a safe and welcoming environment for all learners? Fríða Bjarney Jónsdóttir discusses Iceland’s efforts to create a more inclusive and systemic approach to supporting immigrants and multilingual learners in the first part of this interview with Thomas Hatch. Part two of the interview will discuss some of the key challenges these initiatives have to address in order to be successful. Jónsdóttir works as a specialist at the Ministry of Education and Children coordinating the MEMM project — an abbreviation for education, welcoming and culture. The project is being developed in close collaboration with the Centre for Language and Literacy in Reykjavík and the newly established national Directorate of Education and School Services. Previously Jónsdóttir was the head of the Center for Innovation at Reykjavík’s Department of Education and Youth and before that served as a coordinator for multicultural education in preschools.  

The MEMM project was created to support inclusive education and the education of multilingual learners, a need that has been growing with substantial increases in immigration since about 2014. Among other things, immigration to Iceland has been driven by economic opportunities, particularly in the tourist industry. With a total population of less than 400,000 and almost 2.3 million visitors in 2024, immigrants fill about 40% of the jobs in the tourist industry, with many of those immigrants coming from Poland, Ukraine, and the Philippines. For earlier coverage of developments in Iceland’s education system see part 1 and part 2 of a conversation with Jón Torfi Jónasson “On the inertia of education systems and hope for the future” and “Relish the freedom you have and find the balance.” 

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Thomas Hatch: Can you tell me about some of the problems that led to the development of the Directorate of Education and School services  and to your efforts to build national support services for inclusive education and multilingual learners? 

Fríða Bjarney Jónsdóttir: In Iceland, we face the problem that we have very, very tiny municipalities that have very minor support services for their schools, and there is no national support system for children with diverse linguistic and cultural backgrounds. Although Reykjavik and some larger cities have developed these support services, the smaller municipalities don’t have this capacity. As a result, the government has changed the law and expanded the responsibilities of the Directorate of Education and School Services.  The MEMM project is part of this expansion and aims to respond to this challenge by learning from municipalities that have developed their school services and building the infrastructure of materials, tools, and services needed to support the education of multilingual and immigrant children across the country. 

64.7% of first and second generation immigrants in Iceland were living in the Capital region in 2025, but the Southwest region had highest proportion of immigrants, where 33.1%of the populations were immigrants, Statistics Iceland

I’m here at the Ministry of Education and Children now for two years to coordinate this project. Before this I had participated in developing a team for the Centre for Language and Literacy in the city of Reykjavik that had a similar goal. One of the first things that we did through the MEMM project was to move that team from Reykjavik to this new national Directorate for Education and School Services. That way, the new people we are hiring can build on that earlier work. 

The Directorate of Education and School Services is also developing a new database that will provide schools with a completely new system for tracking children’s progress along with a toolbox for supporting teachers’ development. But it’s important to note that providing these kinds of services for schools is a total shift in the way that the Directorate works. Before this, the Directorate was primarily responsible for standardized testing and for publishing learning material for primary and middle school (for compulsory or “basic” education). Now, the Directorate has been tasked with creating the first database that provides real time information about which children are in each school. The teacher can see it; the headmaster can see it; the municipality can see it. We are collaborating with the team that is designing the database to make sure it includes information about children’s linguistic background. With the new database, we will be able to see, for example, how many children with each kind of linguistic background are in a particular school and how they are progressing. We can use that information to think about how we can improve our services to each school, and so that they can improve their support for each child, particularly if the child is not progressing. That effort is a part of making sure that children with linguistic and cultural background have a place in all the education initiatives that are being planned. We are also developing curriculum materials for teaching Icelandic as a second language. Up to now, it has been the responsibility of the teacher who teaches Icelandic as a second language to find their own materials. 

We’re also working on issues like how do you welcome refugee children, refugee parents, refugee families that don’t understand the Icelandic school system? And what kinds of early interventions, inclusive approaches, and culturally sensitive approaches are needed when working with immigrant children and families? As part of our project, we are developing a framework and collecting good examples of welcoming plans from Reykjavik and municipalities that have been working on these issues for some time. Additionally, we will have videos for parents about the Icelandic preschool and compulsory school system, and we have “cultural mediators” that can invite parents for discussions about what’s the difference between, say, the Polish school system and the Icelandic school system. 

TH: Could you say a little bit more about the cultural mediators? 

FBJ: That’s one of the innovative projects we started in Reykjavik thirteen years ago. I had a grant to develop this one position with a Polish speaking mediator for preschools, and now Reykjavik has four of those positions for immigrants who speak Polish, Filipino, Arabic, Spanish, English and Ukrainian. We call these cultural mediators Brúarsmiðir, which means bridge builders, because we’re building bridges from one culture to the other. In our current project, we have hired four more people to serve as cultural mediators, and they are collaborating with the team from Reykjavik. There’s a slightly different role with those working in Reykjavik and those we hired to work in the Directorate, because by law, the municipality has different responsibilities for their schools and families than the state. In the municipalities, you can work with individual families, but when you are coming from the Directorate, you hardly work with individual families. Instead, you help the school and the teachers to become more culturally sensitive.  

Educational Toolbox to support the work of cultural mediators from the Center for Language and Literacy, Reykjavik

TH: And do you have an example or a story of a successful mediator? 

FBJ: There are many stories! For example, it’s a very common misunderstanding that if a child speaks another language at home and the child is not making progress in Icelandic, the teacher assumes that the child is very good in their mother tongue, so the Icelandic doesn’t matter as much. But when you have the cultural mediator sitting down with the teacher and the parent, the cultural mediator realizes that the parent thinks that the child is perfect in Icelandic but is not very good in their home language. The cultural mediator can help the school and the parents to work together developing a shared understanding of the child’s strengths and the possibilities for improvement

When the Ukranian war broke out and also when we had a large group of refugees coming from Palestine, Reykjavík created what we’re calling family and school-based centers  that can provide a “soft welcoming” into the system. The cultural mediators can work there and talk to the parents and help clear up any misunderstandings. It’s not like we can take prejudices away, but when you have someone who can understand both sides, it’s easier to build cultural sensitivity into the system.  

TH: I’ve talked to people in Poland who’ve taken a similar approach to welcome Ukrainian refugees into their system (see Jacek Pyżalski on the Refugee Crisis and the Polish Education System’s Response to the War on Ukraine). Obviously, you can’t cover every language or every background, so how do you handle that? What happens if there’s no cultural mediator that fits your background or your language?

FBJ: We can’t cover all of them, but we try to collect information about as many school systems as possible. The cultural mediators also host webinars and courses for Icelandic teachers to learn about the school system in Poland, the school system in Ukraine, and other places. This can help teachers to understand what to do if there is a parent who is not willing to put their child in afterschool activities for example. Informal education is very, very highly regarded in Iceland, and it’s an important part of the whole system. But some immigrant parents may think afterschool activities are a waste of time because the child is “not learning.” The cultural mediators can sit down and help the teacher explain why it’s important for the students, how it can support their social development, and how it can help build trust among a group of children. I cannot emphasize enough the importance of having the mediators in our system, but we cannot put the sole responsibility on their shoulders.  We need cultural sensitivity and inclusive thinking from all our teachers, head teachers, headmasters. We cannot take that responsibility away from the school just because we have a mediator.  

Next week: Fostering collective responsibility for inclusive education: Developing national support for immigrants and multilingual learners in Iceland (Part 2)

Why Is Meaningful Educational Change So Difficult to Achieve? The Re-Educated Podcast with Goutham Yegappan and Thomas Hatch

What if the most important part of education is learning how to live with uncertainty? That’s the question that Goutham Yegappan pursues in the 8th season of his Re-Educated Podcast. In the latest episode, he discusses these issues with IEN Editor Thomas Hatch, who highlights the multi-layered problems that make it so difficult to improve schools on a large-scale. For previous interviews, see “Thomas Hatch on The Education We Need and the Future We Can’t Predict” Getting Smart podcast (2021); “What Type of Education Do We Need for a Future We Can’t Predict?” The Getting Unstuck Podcast (2021); Mapping New York City’s ‘School Improvement Industry’ CPRE’s Research Minutes Podcast.

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Thomas Hatch on the Re-Educated Podcast with Goutham Yegappan (YouTube video); Spotify: Apple Podcasts

02:10 – Thomas Hatch’s Path into Education Research

06:45 – Understanding the History of Education Reform

12:30 – Why Promising Reforms Often Fail & The Complexity of Systemic Change 

18:40 – The Architecture of Education Systems

24:55 – The Challenge of Scaling Innovation

31:10 – Policy, Practice, and the Classroom Reality

37:20 – Accountability and Its Unintended Consequences

43:35 – Improvement Science and Systemic Change

49:15 – Rethinking School Reform for the Future

55:10 – Lessons for Educators and Policymakers

58:30 – Closing Reflections

Bringing a Tablet-Based Foundational Learning Program to all the Primary Schools in Malawi: Joe Wolf and Kira Keane on the Evolution of Imagine Worldwide (Part 1)

What does it take to scale a tablet-based foundational learning program to all the primary  schools in Malawi? In this 3-part interview, Joe Wolf and Kira Keane describe how Imagine Worldwide has approached that challenge and share some of what they have learned in the process.  The tablet-based program at the center of Imagine Worldwide’s work, developed by software partner onebillion, serves as a supplement for regular instruction, with each child in a school spending a targeted 150 minutes per week working independently on problems related to reading and mathematics. Imagine Worldwide partnered with the Government of Malawi to rollout the program in 500 primary schools in 2023-24, with the ultimate goal of expanding to all 6000 primary schools in Malawi, serving 3.8 million learners in standards [grades] 1-4 annually. Joe Wolf is the Co-CEO and Co-Founder of Imagine Worldwide and Kira Keane is the Director of Communications. (Photos/graphics are from Imagine Worldwide unless otherwise noted.)

TH: Can you describe for us some of the key steps or phases you went through as you developed your work to test and then to scale-up this tablet-based program in Malawi? 

Joe Wolf: The first phase of our work was all research oriented. We wanted to see if these learner-centric tablet models could work – were they really effective for children? – before asking under-resourced systems to spend time, energy, and capital on them. That meant we had a prolonged research phase that included nine randomized controlled trials. That was across different contexts, different languages, different implementation models, different countries – really exhaustively trying to prove that these solutions can, in fact, add significant value. 

The second phase was what we call “learning to scale:” What are the processes that need to be done repeatedly well to scale within these contexts? We purposely spread our work out across seven countries, with different implementation models, different implementation partners, different types of structures to really test what needs to be done repeatedly well so that these systems can adopt the work at scale. Then, only in the last three years, we’ve put the pedal down and said, “Okay, I think we’re ready to really think about scaling.” And we were only able to act on scaling thanks to the leadership of the government of Malawi, who saw the learning gains of our pilot programs and saw how this edtech intervention could support their national goals of improving foundational skills.  At that point in 2022, we served around 6000 children, but we increased it to about 700,000 children by the beginning of 2025. That’s a 100x increase in the last two years, which I think is a testament to the scalability of the model, the execution of the team, and the leadership of our government partners. 

TH: What’s the third phase? Implementation? 

JW: I would say it’s scale plus continuous improvement. Now, our research is less efficacy oriented and more implementation oriented. How do we make it better and better and better? To address that, we have four levers we focus on: 

  • Access: How do we serve more and more children and make the solutions easier and easier to implement? 
  • Cost-effectiveness: How do we bring down the recurring costs to be as low as possible? We’ve brought costs down around 75% in the last five years, and we think there’s still room to go. Our key inputs are all highly deflationary, so we’re getting better economies of scale as we grow. Right now, we’re at about seven dollars (USD) per child per year. We think we can get that under five dollars (USD) as we get better economies of scale. 
  • Advocacy: How do we use data to improve the implementation model in the software so that the efficacy of the program continues to go up and up and up? It’s one of the beauties of technology that it can iterate and improve. You’re not building a building and putting in books and then five years later it’s deteriorated. We actually have the ability to use data to continuously improve through this flywheel of innovation.
  • Sustainability. How do we work with our government partners to build operational and financial sustainability?  And how do we do it starting day one, where we’re building the “muscles” within the existing education system, as opposed to the classic approach of starting off outside the system and then trying to hand it off to the system. Too often, if you haven’t done a good job of building that internal muscle, and then things fall apart. So we’ve really taken the system strengthening approach, acknowledging that there are capacity and infrastructure gaps within the countries where we work and that there are key functions that need to be built that don’t currently exist within some of these systems. We’ve tried to give it time so that, by the end of the implementation phase, the system has already been doing the work for an extended period of time. That way, you don’t have this fall off as you try to hand-off everything to the system itself.

Kira Keane: I just want to underscore a couple of points that Joe made. For Imagine, this notion of the continuous improvement loop, it’s not like we did things, something went wrong and we’re like, “Oh, we have to fix this.” This was an intentional design element from the very beginning: How do we get continuous feedback to improve both the software itself and the implementation model? And the other point is that our key question is “How do we serve as many children as possible?” The need is so immense and the population growth will be so intense over the next 10-15 years so we really need to be focused on scale. That means working with our government partners to aim for generational impact, really looking at country-wide scale, and focusing on how we design for that.

JW: I’ll add two more things to what Kira said. The ecosystem is exhausted by pilots – by small things that don’t scale, that don’t have evidence, that take a lot of time and resources. Scale from day one very much aligns with where the governments are. They have a big problem with the lack of foundational learning among their students, and they need big solutions. Little, tiny things are just distracting and take too much time and energy. The second thing is that we have positioned our organization to be temporary in nature, so our job is to put ourselves out of business as quickly as we possibly can. We don’t see these as “Imagine Worldwide” programs in Malawi or “Imagine Worldwide” in Sierra Leone. These are programs of the government in Malawi and of the government in Sierra Leone that we are helping to support. We’re helping to build capacity and infrastructure to build muscle within the systems. But as soon as the government is ready to maintain this on its own, we are more than pleased to step out of the way and to move on to the next challenge. I think that positioning is really important for the governments. It’s really important for the funders. It’s really important for us and our team. Too many times, an NGO establishes itself and 50 years later, the NGO is still there, doing the work. We need this work to be sustainable within existing systems. Part of that is a commitment for us to get out of the way. We have to believe in sovereignty and the power of governments to run themselves, while also acknowledging that the use of technology in a place like Malawi is new, and so there is going to be a period of time where we have to build some functions that do not currently exist.

TH: That certainly resonates with my experiences in the US where we’ve seen multiple improvement efforts collide in schools in ways that can actually undermine their capacity for improvement. What made Malawi a good context for you to work on scale-up?  

JW: The work in Malawi actually predates the partnership with Imagine. There was a program called “Unlocking Talent,” with the software developer onebillion that became our partner. The onebillion CEO went to Malawi, I think, 15 years ago, fell in love with the country, and developed the product. The first product they developed was in Chichewa, in Malawi. In other words, this was not developed in the West and then adapted to the context. This actually was developed within the Malawian context. We became a research partner to look at impact and to help do the RCT work. That has now evolved into a much more scalable model that we call the BeFIT Program. It’s serving standards [grades] one through four, whereas the first program was only standard two. 

Key elements of the BeFIT program in Malawi

There have been a whole bunch of iterations along the way to develop our general approach, but it basically evolved by thinking about what it would take to actually scale the program much more cost effectively to many more students in more systems. If you look at the other places that we worked, you’ll see that we started with finding local partners, mostly local NGOs, some local social-oriented businesses, and then turned over a lot of the functions to those local partners to see what worked in different contexts. From that, we have built a series of centralized functions that we’re now drawing on in our country partnerships, as opposed to having it be completely decentralized. We learned a lot from the initial more decentralized exploration, but we’re now in the process of creating more standardization. Part of scaling depends on acknowledging that you can’t have fifty different bespoke operations. You need to have systems and standards and data systems. When you have 6000 children in Malawi, using a total of 1000 devices, you can do some things by hand; but now we’re trying to serve millions of children in Malawi, with hundreds of thousands of tablets. We now need data driven systems in order to be able to manage that equipment in the field. 

TH: Let’s follow the arc of that evolution in Malawi. What are some of the steps that were crucial to your learning and to the development of the model?

JW: In Malawi, we took seven or eight years to do the research and to get the right level of government buy-in to understand what was working. That included learning things like what’s the infrastructure for the typical school in Malawi? Just to give you the context, that means more than 100 children per teacher and inadequate levels of teacher training. There’s very rarely basic infrastructure in place, so no electricity and certainly no internet connectivity. That’s the reality of the average class in Malawi. So as you think about the components of our model that have emerged the first was what you would call the infrastructure component. We put solar power into all of our schools, addressing questions like: 

  • Where do solar panels go? 
  • How does the solar electricity feed a bank of lithium batteries? 
  • How do the tablets get stored and secured overnight so that they’re charged and they’re safe? 
  • How does all that equipment get distributed to children in a really efficient manner, so that you’re getting as much asset utilization as possible and as much learning time as possible? 

In the end, our research consistently shows that the number of minutes each student uses the content is directly correlated to the level of learning. So we’re addressing these 101 things that need to be done in terms of the infrastructure and operations to maximize that time on task. And that has to take into account that the school day and the school periods are very short in Malawi and you have a lot of children in the classroom. So even just getting kids in and out of a classroom is a lot harder than in many other contexts.

TH: You just described those complexities really effectively, but for those of us who aren’t familiar with the context, can you go into it even more deeply? What does it really take to get a program like this up and running at scale? 

JW: I think that in addition to a foundational learning organization, we are, in a lot of ways, also a supply chain logistics company. Learning gains are still our north star, but the reality is you’re talking about a phase one of BeFIT that involved launching the program in five hundred schools in five months across half of the country of Malawi, including very rural districts. So we have to deal with the logistics of getting five hundred secure storage cabinets into those schools. We have to deal with the logistics of getting 100,000 tablets distributed across those 500 schools and of getting the solar equipment put into 500 schools. That’s a significant operational lift, and you have to approach that with a level of rigor in terms of those key functions, if you’re going to be able to scale, and you’re going to be able to do that on time. And we had to do that on budget in the middle of a huge macro-economic meltdown in terms of currency and raw materials. In the grand scheme of things, once the equipment is in place, kids can get learning very, very quickly. There’s not a huge lift in terms of adult training. There’s not a huge lift in terms of the role of the adult in the model itself; the content has been built to be autonomous, meaning the child can be self-directed. The tablets themselves have been built to be very robust. A lot of enhancements have been made to make the tablet durable. There’s a long battery life so it can be used throughout the day. Every part of the tablet has been built with screws so that a component can be swapped out if something breaks. So every part of the context has been taken into account in order to get that equipment into the field and utilized. This is one of the big learnings: you have to start with the context in mind, and you have to start with the learning objectives in mind. You then make a series of software decisions, and then you make a series of hardware decisions. Too often in education, it goes the other direction, where people buy stuff, but then they haven’t really thought about what’s going to go on the stuff? What’s the training required? What are the charging and security components of it? What is our learning objective at the end of the day? You have to start with learning, move into the context, and think about all the infrastructure decisions that need to be made in order to make that learning possible in that context. 

KK: I think it’s also important to flag that in working on the logistics we included the government from day one. That means things like using the delivery trucks the government already had. Trying to manage that coordination may have been a little slower or less efficient in some ways, but too often people design an implementation model, put a bow on it, and then hand it to the government without including them from inception. 

Next Week: Building the Capacity to Improve and Sustain Foundational Learning Through Government and Local Partnerships in Malawi: Joe Wolf and Kira Keane on the Evolution of Imagine Worldwide (Part 2)

Something’s Happening Here: Gregg Behr on the Evolution and Expansion of Remake Learning and Remake Learning Days (Part 1)

What does it look like when an entire community supports children’s learning and development? In this 2-part interview, Gregg Behr talks about the origins of Remake Learning and how the expansion of Remake Learning Days has helped to catalyze similar community-wide efforts in several other cities and regions around the world. In 2007, Behr, the executive director of The Grable Foundation, founded Remake Learning as a network of educators, scientists, artists, and makers supporting future-driven learning opportunities for children and youth in Pittsburgh, Pennsylvania. Remake Learning Days began in 2016 as a local learning festival with hands-on learning events for children of all ages at libraries, schools, parks, museums, and other community spaces. Celebrating its 10th edition this month, Remake Learning Days have now expanded to 15 different regions in four countries. Behr is also the author with Ryan Rydzewski of When You Wonder, You’re Learning, sharing the science behind the  work and words of Fred Rogers and Mister Rogers Neighborhood, a well-known television show that ran for over thirty years.  This interview has been edited for length and clarity.  

Thomas Hatch (TH): What were some of the key developments and “Aha” moments in your early work at the Grable Foundation and with Remake Learning? 

Gregg Behr (GB): I joined the Grable Foundation as Executive Director 19 years ago in 2006. I followed on the heels of an exceptional executive director, Susan Brownlee, who had led this organization extraordinarily well. By all accounts, the trustees were incredibly pleased with where the foundation was and where it was going. That meant I came into a position as a leader saying, “How do you build on excellence?” To try to answer that question, I spent time out in the community just connecting with people with whom the Foundation had been working. Meeting with teachers, meeting with librarians, and meeting with others involved in the out-of-school space. I asked them, “What could we do that would be helpful to you?” I heard things like “I’m just not connecting with kids the way that I used to.” This was fall of 2006 and at the time I was 32 years old, and at first, I just thought, “Oh, this is just experienced people saying something like ‘the kids these days…”.  But then I began to notice who was saying these things, and I realized I was hearing this from people in different age groups. Some had just started their work, others were 30 years into their careers, and they were all literally saying that kids are different this year than they were last year. I thought that was strange. It was if something was happening seismically in kids’ lives. Sitting here in 2024 it feels naive to say these things, but looking back, in 2006, there were massive changes underway in kids’ lives. They were consuming information differently, producing information differently, seeking affirmation differently, developing identities differently. There was, in fact, something different happening in their lives.

That recognition sparked something and got me asking questions like, if it’s true that something different is happening, how do we support schools and other sites of learning in different ways?  Then, I had a meeting with a colleague at the Entertainment Technology Center at Carnegie Mellon University, and I began to realize that there were a whole lot of other people asking questions about kids and learning but that weren’t traditional educators. They were designers, artists; they were gamers and what we now call “makers.” I started meeting with those folks and began to wonder what would happen if you brought these people together? So I organized a meeting at a breakfast place called Pamela’s. It was just a dozen people, and I was very purposeful inviting 12 individuals from 12 very different fields, including – as examples – a teacher, a gamer, and someone in museum exhibit design. 

It was one of those things where I scheduled it for an hour for, and it ended up going on for 2 or 2 and a half hours. At the end, everyone said, “Oh, my gosh! I can think of 2 or 3 colleagues that ought to be part of this conversation about education locally.” Then I just started convening more of these meetings. I used an email subject line that said “Kids + Creativity,” just giving it a name. Then people started saying “Oh, that’s the Kids and Creativity meeting!” That continued for a couple of years, and it just kept growing and growing. It went from pancakes to bagels, and then we did a “Gong Show” like event in the basement of the Children’s Museum. After that, people at an organization called the Sprout Fund got involved. They were a community foundation-like organization that served as a “think-and-do” tank in our region. They had a 5 C’s model (Convene and Catalyze; Communicate; Coordinate;  Champion) that we still use today that they used to organize these meetings and give some coherence to this growing network of people and organizations.  They said “It will take the grant maker (me!) out of the center to see if there’s a “there there.”

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Gregg Behr presenting about Remake Learning (photo: Howard Lipan)

This story speaks to a number of aha’s. It was an aha recognizing that something different was happening in kid’s lives — that the learning sciences and evidence from neural mapping now tell us was true. It was an aha and realization that we needed to think differently about who ought to be part of the conversation. There was an aha that this 5 C’s model that was originally used to attract and retain talent could be applied to help us build this network of folks involved in education generally and learning innovation in particular. The other aha was the power in shifting from talking about education to talking about learning; a simple thing in some ways, but at the time, it was profound because education conveyed schooling, whereas learning had this much bigger open sense that kids are learning in lots of places. That speaks to the power of words as well. I didn’t come up with the phrase “Remake Learning,” someone at the Sprout Fund came up with it, but, in retrospect, I think the reason that the name Remake Learning has stuck all these years is that using “remake” suggested that we don’t have to transform everything. We don’t have to blow everything up. You don’t have to get rid of everything that you’ve done for your entire professional life or what you studied. There may be some things that are timeless and classic, but we need to remake it for who today’s kids are. That name also wasn’t wedded to any particular thing like STEM or STEAM or maker education or digital learning. It captured all of those things, and it turned out to be a good umbrella for different approaches, different pedagogies, different frameworks, different words that people were using as they thought about innovation and learning in and out of school. That was another important aha. 

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TH: What were some of the challenges you encountered and some of the changes you made as things developed from there? 

GB: Early on, it was important for this new intermediary – Remake Learning – to build trust and demonstrate this isn’t a zero-sum game. It’s not as if the Grable Foundation or other funders are going to now start funding this to the exclusion of other things. Then the folks at the Sprout Fund, in particular, really learned how to work well with other intermediaries in the early childhood space, the mentoring space, and the out of school time space, to see and recognize the work already going on and build on it. For example, they built on things like the Allegheny Partners for Out of School Time. It meant figuring out how something like Remake Learning builds on that work and doesn’t compete with it or replace it. We use words like “partnership” and “collaboration” pretty freely, but it’s really hard work to build trust among people and organizations. 

TH: Yes, it’s really hard work!  Do you have any examples, from the work with your partners, that helps to show what worked for you in building partnerships? 

GB: I suppose it’s not rocket science, but for one thing, we were really deliberate and very intentional about communications. We took advantage of our position in philanthropy and convened leaders of the key organizations at least quarterly so that there was transparency in our communications. We would always meet with food and other things to build relationships and get to know each other a little better, and we tried to engage in genuine conversations to say, “Here’s what we’re doing” and “How do we really help each other?” Just being really deliberate and reaching out to the Allegheny Partners and others to say “Hey, we’re thinking about an event on September 23rd.” Lots and lots of little ordinary things that would engender trust. Then people feel like, “Oh, I’m being heard.” Being deliberate about inviting leaders of organizations to be part of review committees, to create real, community-based participatory review committees for grant making. All of those simple, ordinary things repeated and done in a rhythm helped the Remake Learning team avoid some key problems. It’s a very human, relational enterprise to build out a network. 

TH: I think time and rhythm are really important. How do you plan for that? Did you have in your mind that this is going to take five years or ten years? 

GB: It’s interesting that you ask this question because I think rhythm is often overlooked. If Doncaster, England calls us or Fremont, California, calls, I always talk about the rhythm. I think the rhythm sets expectation. Like every spring we’re going to host Remake Learning Days. Every fall, there’s a Remake Learning assembly, which is kind of like our “State of the Union.” There are four meet ups every month. You can expect communications to come out every Friday. It’s not haphazard — all of the little things create expectations and make it easier for people to connect. thing. Kids need rhythm in their schools. but it’s also important for organizations, for cities, for regions to have a rhythm. Like this is our birthday. This is when we’re going back to school. For the network, creating a rhythm and being deliberate and intentional about it builds a culture; it builds tradition; it builds relationships. It builds all of those things. 

There are a couple other things that I think kept Remake Learning grounded. One of them is that many times over the course of nearly 20 years, Remake Learning has hired consultants well trained in human centered design. They’ve convened members of the Remake Learning network for half-day or daylong retreats or other gatherings so that Remake Learning can ask “how are we doing? “How might we do things better?”  It’s ongoing strategic management with a real sense of human-centered design in it, regularly checking-in with the broader community. 

TH: So often funders and others are focused on the short-term – on generating outcomes in two or three years, but part of what I’m taking away from what you’re saying is that you weren’t focused on a specific time frame; you were focused on creating a set of activities and events that could be sustained to support activity over time, into the future. 

GB: Yes, and I would add that the focus was more about a mindset, an idea. It was about a movement to think about learning across a landscape that supports young people’s passions and interests. The events, the activities, the grants, the communications are all in support of changing mindsets about learning.

TH: But that also entails a foundation, an organization, and people that are willing to say, “We’ll support these activities into the foreseeable future” rather than to say, “We’ll give you a three-year grant.”

GB: Yes, that is true. Remake Learning’s been lucky, and my work at the Grable Foundation plays a significant role in this, but beyond the Grable Foundation, we’ve had support from lots of other funders. Along the way, there have also been many one year and three year grants and other kinds of support for Remake Learning. But because of the steadiness of the support, Remake. Learning has always been able to budget years ahead. That’s very powerful; it’s never had to budget year to year.  

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A collage of kids playing with toys

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Kids in Remake Learning activities (photos: Ben Filio)

TH: What kind of advice do you give other people about how to establish that kind of support? Especially in a context where funders may be more inclined to give a grant for a three-year project than to provide core backbone funding for as long as it’s required. 

GB: I might win a Nobel Prize for philanthropy if I could answer that question! I use the phrase “make yourself lucky” occasionally, but there’s no doubt that you need some funder or, ideally, funders – whether they are individuals, corporations, philanthropies, or municipalities – to recognize that a network or an intermediary organization needs multi-year, discretionary, unrestricted support. Period. That’s the bottom line. If a funder doesn’t get that, you’re in trouble. 

TH: Are there things you’ve done – generating evidence of impact or sharing information – that have helped convince funders to provide that kind of support? 

GB: We use a lot of analogous and proxy examples. When we thought about Remake Learning initially, and its focus on relevant, engaging, equitable learning across our community, the easiest argument to make was to say, “look at what we’ve done collectively in philanthropy in the early childhood space over the past 20 years: we’ve built an intermediary that, in turn, supports hundreds of early learning centers. Look at what we’ve done in the out-of-school time space. Look what we’ve done in arts education space.” We really used those other examples – like the Campaign for Grade Level Reading – to say “these are the types of results we should anticipate when we create a network of schools, museums, libraries, other sites of learning committed to future facing, future driven learning.”

TH: You’ve been doing this work on Remake Learning for twenty-plus years now, but, early on, were there any developments or things you looked at that told you were headed in the right direction or that helped you convince other people to get on board? 

GB: Yes, and I wish we had more, but for one thing, we looked at data from individual organizations. I’ll give you two examples. The Elizabeth Forward School District was deeply involved in Remake Learning early on. They began rethinking how they approach professional development and learning. They sent their administrative teams to go see what was happening at some innovative places here in Pittsburgh at Carnegie Mellon; they went to visit the Quest School in New York City, and to see a media space in Chicago. Then they started reimagining how to use their own spaces. They built a classroom that mimicked the Entertainment Technology Center (ETC) and they were at the forefront of reimagining what school libraries could look like. In pretty short order they started to see some improvements in traditional measures, including math scores and reading scores. Their dropouts went from about 28 or 29 kids a year to 0 or 1. They saw the number of families choosing charter school drop by two thirds. They also suddenly found there was a new energy; there was an agency. People wanted to be in the school, and students were performing at higher levels. At the same time, the Carnegie Libraries of Pittsburgh, like the public libraries in Chicago were at the forefront of imagining what teen spaces might look like. They brought in filmmakers and hip-hop artists alongside librarians, and they filled the shelves not only with books, but also with games and hardware and software. In pretty short order, they saw a two-fold increase of teens coming to the library. There was a massive increase of kids coming back to the library because, in that Mimi Ito way, they wanted to hang out and they wanted to mess around. Then, lo and behold, in the short term, there was something like an 18% increase in book circulation among those kids. Again, traditional measures. So clearly, things were happening, and we could point to those two and lots of other examples. 

Next week: How do you Build a Learning Ecosystem? Gregg Behr on the evolution and expansion of Remake Learning and Remake Learning Days (Part 2)