1. National Forum to Accelerate Middle- Grades Reform

2. Middle Grades—At the Crossroads Middle grades are critical for increasing high school graduation rates, career and college-readyMiddle grades are critical for increasing high school graduation rates, career and college-ready Success in the MiddleSuccess in the Middle When middle grades reform recommendations are implemented with consistency, over time we know middle grades schools can be powerful communities of learningWhen middle grades reform recommendations are implemented with consistency, over time we know middle grades schools can be powerful communities of learning Comprehensive middle grades reform yields higher achievementComprehensive middle grades reform yields higher achievement “Structural” changes are necessary but not sufficient to accomplish all that needs to be done.“Structural” changes are necessary but not sufficient to accomplish all that needs to be done. Need for targeted, ongoing professional development and preservice teacher preparation for middle level educatorsNeed for targeted, ongoing professional development and preservice teacher preparation for middle level educators

3. The Work of the Forum Establish a common vision and language for speaking about middle-grades school improvement among stakeholders Forge sustainable partnerships among state agencies and organizations seeking to improve middle-grades schools Train leaders at the state, district and school levels to assess school performance using a set of rigorous criteria Provide exemplars and inspiration for schools seeking to improve their performance.

4. Some of the organizations who are members of the National Forum include…

5. What is Schools to Watch? Part of National Forum to Accelerate Middle Level Reform, in collaboration with NMSA, NAESP, NASSP, NSDC State program Trains teams of educators on criteria, nomination and selection process Identifies high-performing middle level schools

6. State Program Indiana’s application was accepted in December 2008. Other states in the program: Arkansas- New Jersey California- New York Colorado- North Carolina Florida- Ohio Georgia- Oregon Illinois- Pennsylvania Kentucky- South Carolina Michigan- Utah - Virginia

7. Schools to Watch States 2007 CaliforniaGeorgia North Carolina ColoradoIllinoisKentuckyVirginia New York OhioArkansasMichiganPennsylvania South Carolina Utah New Jersey Oregon Number of STW States: 16 Nation’s Middle Level Students in STW States 53%

8. Schools to Watch Criteria Schools to Watch schools meet these criteria: Academically Excellent Developmentally Responsive Socially Equitable Organizational Structures and Processes

9. Common Threads While each school faces different challenges related to its location, student demographics, levels of district support, and other factors, we have seen common themes emerge. Our Schools to Watch: Know and articulate the academic outcomes they seek. In some cases, the outcomes are prescribed by the state or district; in others the faculty have adopted the outcomes recommended by their various disciplines.Know and articulate the academic outcomes they seek. In some cases, the outcomes are prescribed by the state or district; in others the faculty have adopted the outcomes recommended by their various disciplines. Are taking deliberate steps to help students achieve those outcomes by making strategic changes in curriculum, teaching, and school services.Are taking deliberate steps to help students achieve those outcomes by making strategic changes in curriculum, teaching, and school services. Enjoy a high degree of family & community involvement (but are never satisfied with their current levels).Enjoy a high degree of family & community involvement (but are never satisfied with their current levels). Demonstrate a high level of faculty commitment.Demonstrate a high level of faculty commitment.

10. Common Threads Have set benchmarks for implementing their strategies, and hold themselves accountable for specific results. We cannot stress too much the importance of data in the lives of these schools.Have set benchmarks for implementing their strategies, and hold themselves accountable for specific results. We cannot stress too much the importance of data in the lives of these schools. Strategically concentrate their energies on important focus areas. As a result, the changes in each school are burrowing deeply into its culture.Strategically concentrate their energies on important focus areas. As a result, the changes in each school are burrowing deeply into its culture. Have strong, visionary leaders who can articulate challenging goals, and motivate faculty and staff to reach those goals.Have strong, visionary leaders who can articulate challenging goals, and motivate faculty and staff to reach those goals. The schools are filled with happy, positive, and involved students and adults who are all actively learning!The schools are filled with happy, positive, and involved students and adults who are all actively learning!

11. Academic Excellence High standards Curriculum, instruction and assessment aligned with standards Challenging and engaging instruction Flexible scheduling Teachers who are knowledgeable of content and pedagogy Teachers who are knowledgeable of each child’s needs.

12. Developmentally Responsive Personalized, supportive environment Services to foster healthy physical, social, emotional and intellectual development. Interdisciplinary approach to learning with multiple opportunities to explore rich topics and interests, including co-curricular activities. Connections with families. Development of citizenship skills with connection to community.

13. Socially Equitable All students are held to high academic and behavioral expectations and participate in heterogeneous classes. Students have opportunity to use many and varied approaches to achieve and demonstrate mastery of standards. Teachers continually adapt programs to meet students’ needs. Students learn and appreciate their own and others’ cultures. Rules are clear, fair and consistently applied.

14. Organizational Structures and Processes A shared vision of what a high-performing school is and does drives every facet of school change. School staff holds itself accountable for the students’ success. School/district devote resources to content-rich professional development, that is connected to the school vision.

15. Schools to Watch A School Self-Study and Rating Rubric Used by middle grades or secondary schools to rate their programs. A continuing-improvement tool – required for schools applying for STW designation.

16. Schools to Watch School Self-Rating

17. Academic Excellence Vision Statement “The school challenges all students to use their minds well, providing them with the curriculum, instruction, assessment, support and time they need to meet rigorous academic standards.” STW Criteria All students are expected to meet high academic standards. All students are expected to meet high academic standards. Curriculum, instruction, assessment, and appropriate interventions are aligned with standards and are rigorous.

18. Developmental Responsiveness Vision Statement “The school creates small learning communities of adults and students in which stable, close, and mutually respectful relationships support all students’ intellectual, ethical, and social growth.” STW Criteria The school creates a personalized environment that supports each student’s intellectual, ethical, social, and physical development. The school provides access to comprehensive services to foster healthy physical, social, emotional, and intellectual development.

19. Social Equity Vision Statement “The school has high expectations for all their students and is committed to helping each child produce work of high quality.” STW Criteria To the fullest extent possible, all students, including English learners, students with disabilities, gifted and honors students, participate in heterogeneous classes with high academic and behavioral expectations.

20. Organizational Structures & Processes Vision Statement “These are the norms, structures, and organizational arrangements that support and sustain a school’s trajectory toward excellence in all areas.” STW Criteria A shared vision of what a high- performing school is and does drives every facet of school change. The principal has the responsibility and authority to hold the school-improvement enterprise together, including day-to-day know-how, coordination, strategic planning, and communication.

21. What’s next for Indiana? December – January: Site visits for schools selected by STW Indiana Team based on applications submitted in October Visit schools who apply for Schools to Watch designation Spring 2010: Next STW Training Educators who will learn criteria, nomination and selection process

22. Contact Information Shirley Wright, IMLEA imlea@iasp.org Lynn Lupold, CELL lupoldl@uindy.edu

23. National Schools to Watch Conference Marriott Crystal Gateway Hotel, Arlington, VA June 24-26, 2010 June 23-25, 2011 Networking, professional development and advocacy initiative Help demonstrate need to focus on the middle….Success in the Middle