magnet schools

U . S . D E P A R T M E N T O F E D U C A T I O N

Successful Magnet High Schools I n n o v a t I o n S I n E d u c a t I o n

Successful Magnet High Schools I n n o v a t I o n S I n E d u c a t I o n

Prepared by WestEd

For

U.S. Department of Education Office of Innovation and

Improvement

2008

this report was produced under u.S. department of Education contract no. Ed-01-co-0012, task order d010, with WestEd. Sharon Kinney Horn served as the contracting offcer’s representative. the content of this report does not necessarily refect the views or policies of the u.S. department of Education, nor does the mention of trade names, commercial products, curricula and curricula materials and approaches, or organizations imply endorsements by the u.S. government. this publication also contains Internet uniform Resource Locators (uRLs) for information created and maintained by pri- vate organizations. this information is provided for the reader’s convenience. the u.S. department of Education is not responsible for controlling or guaranteeing the accuracy, relevance, timeliness, or completeness of the outside information mentioned in this report. Further, the inclusion of information or a uRL does not refect the importance of the organization, nor is it intended to endorse any views expressed, or products or services offered.

U.S. Department of Education Margaret Spellings Secretary

Offce of Innovation and Improvement douglas B. Mesecar Assistant Deputy Secretary

Offce of Parental Options and Information dean Kern Director

September 2008

this report is in the public domain. authorization to reproduce it in whole or in part is granted. While permission to reprint this publication is not necessary, the citation should be: u.S. department of Education, offce of Innovation and Improvement, Successful Magnet High Schools, Washington, d.c., 2008.

cover photo credit: christian Holden.

To order copies of the report Successful Magnet High Schools (order number ED004444P),

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on request, this publication is available in alternate formats, such as Braille, large print, or computer diskette. For more information, please contact the department’s alternate Format center at 202-260-0852 or 202-260-0818.

Contents List of Illustrations v

Foreword vi

Acknowledgments vii

Introduction 1

Evolving Goals and changing communities (1)

the Schools Profled in this Guide (2)

Part I: Successful Magnet High Schools: Common Themes 7

common Elements and Strategies in the Profled Magnet High Schools (7)

Innovating for Excellence (7)

Promoting Equity (12)

Forging community Partnerships (15)

designing Rigorous academic Programs (16)

Building a culture of High-quality teaching (22)

conclusion (26)

Part II: Profles of Magnet Schools Highlighted in Part I 27

Francisco Bravo Medical Magnet High School (29)

G.W. carver Magnet High School for Engineering, applied technology, and the arts (33)

chattanooga School for the arts and Sciences (37)

design and architecture Senior High School (41)

Galileo Magnet High School (45)

Metropolitan Learning center (49)

northeast Magnet High School (53)

Booker t. Washington High School for the Performing and visual arts (57)

Appendix A: Research Methodology 61

Appendix B: Resources 65

Notes 67

iii

Illustrations FIGURES

1. Magnet Strands of Study at Galileo Magnet High School, School Brochure (Excerpt) 8

2. The Magnet School Strands in Aldine Independent School District, Houston (Excerpt) 10

3. Sample Chairs Designed By Students in the Industrial Design Program at Design and Architecture Senior High School (Miami) 11

4. Francisco Bravo Medical Magnet High School (Los Angeles), Parent Evaluation of Bridge Achievement Academy (Excerpt) 14

5. Booker T. Washington High School for the Performing and Visual Arts (Dallas) List of Cultural Community Collaborations and Guest Artists 17

6. Design and Architecture Senior High School (Miami) Career Design Portfolio Flyer 18

7. Metropolitan Learning Center (Bloomfeld, Conn.) Graduation Requirements 20

8. Examples of Careers Related to Magnet Strands at G.W. Carver Magnet High School (Houston) 21

9. Chattanooga School for the Arts and Sciences 2008 Senior Project Overview 22

10. Mapping Connections for MLC Students Between Learning and the Real World 24

11. Northeast Magnet High School (Wichita, Kans.) Science Professional Learning Community Notes From Weekly Meeting (Excerpt) 25

TABLES

1. Selected Variables of Profled Magnet High School Sites 4

2. Percentages of 10th- and 11th-Grade Students Scoring Profcient and Advanced on 2007 California Standards Test in Reading and Mathematics at Francisco Bravo Medical Magnet as Compared to Los Angeles Unifed School District and the State 32

3. Percentages of 11th-Grade Students Who Passed the 2007 Texas Assessment of Knowledge and Skills Test in Reading and Mathematics at G.W. Carver Magnet High School as Compared to the District and the State 36

4. Percentages of Ninth- through 12th-Grade Students Who Scored Profcient and Advanced on 2007 State Assessments in Reading and Mathematics at Chattanooga School for the Arts and Sciences as Compared to Hamilton County and the State 40

5. Percentages of 10th-Grade Students Scoring Profcient and Above on 2007 State Assessments at Design and Architecture Senior High (DASH) as Compared to the District and the State 44

6. Percentages of Students Scoring Profcient in Reading, Writing, and Mathematics Subjects on 2007 State Assessments at Galileo Magnet High School as Compared to Danville Public Schools and the State 48

7. Percentages of 10th-Grade Students Scoring Profcient and Above on 2007 State Assessments at Metropolitan Learning Center as Compared to the Capitol Region Education Council (CREC) and The State 52

8. Percentages of 11th-Grade Students Meeting or Exceeding Standards on 2007 State Assessments at Northeast Magnet High School as Compared to the District and the State 56

9. Percentages of 10th- and 11th-Grade Students Who Scored Profcient and Above on 2007 State Assessments at Booker T. Washington High School for the Performing and Visual Arts as Compared to the District and the State 60

iv

Foreword Schools infuence our lives in many ways. Families may buy their homes based on proximity to high- performing school systems. Businesses locate in areas where schools have produced a knowledge- able and skilled workforce. as a result, great schools help to create more employment opportunities, higher incomes, and an improved quality of life for everyone around them. For far too long, many low-income and minority families in this country did not have access to these schools or the option to send their children elsewhere. Since the passage of the No Child Left Behind Act of 2001, families have more freedom than ever before to make decisions about how and where their children are educated. Magnet schools represent one of the many public school choice options available to families today.

Magnet schools were frst created nearly 40 years ago to achieve racial integration and resolve educa- tional inequities. these schools still serve as tools to provide traditionally underserved students with better educational options, but they also are hubs for unique and innovative instructional practices and programs.

We know that a lack of relevant course work is one of the top reasons why high school students drop out, and studies have shown that low-income and minority students are less likely to be enrolled in college preparatory curricula than their more affuent peers. In today’s world, it’s critical to make sure that all students have access to a rigorous, high-quality education that will equip them with the skills they need to succeed in the 21st century.

Magnet high schools like the ones featured in this guide serve populations from diverse socioeco- nomic and racial backgrounds and use themed instruction in such subjects as biotechnology, the arts, engineering, and medicine to attract students. When students are empowered to choose a school based on their interests, they often are more engaged in learning, which can translate into improved academic achievement.

the profled schools demonstrate that students—regardless of race, background, or economic status— can meet and exceed the academic standards set for them. as a matter of fact, each school’s require- ments for graduation are more challenging than those of the local district.

In the following pages, you will learn how these magnet high schools have sustained success through a focus on fve common strategies. Each school innovates for excellence; provides rigorous course work; promotes equity by holding high expectations for all students; builds a culture of high-quality teaching where educators feel connected through an integrated curriculum; and forges partnerships with families, communities, universities, and businesses.

this guide is one in a series of Innovations in Education publications produced by the u.S. depart- ment of Education and complements an earlier guide on creating and sustaining K–8 magnet schools. I hope that policy-makers, district and school staff, and parents will fnd the examples highlighted here as inspiring as I do. these schools have had a powerful impact on the families and communities they serve, and are models for preparing students for successful futures.

Margaret Spellings, Secretary u.S. department of Education

v

Acknowledgments

the guide was developed under the auspices of the u.S. department of Education’s offce of Innovation and Improvement. Sharon Horn was project director.

an external advisory group provided feedback to refne the study scope, defne the selec- tion criteria, and clarify the text. the advisory group members and the position they held at the time the meeting was conducted included: Mary Ellen Elia, Superintendent, Hillsborough county Public Schools; caroline Massengill, President of Magnet Schools of america; Mary H. Metz, Professor Emeritus, School of Education, university of Wisconsin-Madison; Becky Smerdon, Senior associate, Education Policy center, the urban Institute; and Karen Steele, Principal, carver center for arts and technology.

Staff in the department of Education who provided input and reviewed drafts include Sue Betka, Steve Brockhouse, tom corwin, Kate devine, Lorenzo Esters, Richard Foster, Margaret Guenther, Ellen Kendrick, Holly Kuzmich, Meghan Lerch, Greg March, Richard Smith, tiffany taber, Linda Wilson, and James Woodsome.

Representatives of the eight schools participat- ing in the development of this guide and the case studies on which it is based were generous with both their time and attention to this proj- ect. We would like to thank those who were instrumental in coordinating and participating in the site visits.

Francisco Bravo Medical Magnet High School 1200 n. cornwell Street Los angeles, ca 90033 http://bravoweb.lausd.k12.ca.us Maria torres Flores, Principal

G.W. carver Magnet High School 2100 South victory Street Houston, tX 77088-7699 http://schools.aldine.k12.tx.us/webs/002 thomas colwell, Principal

chattanooga School for the arts and Sciences 865 East third Street chattanooga, tn 37403 http://www.hcschools.org/csas/index2.html Steve Ball, Principal

design and architecture Senior High School 4001 nE 2nd avenue Miami, FL 33137 http://www.dashschool.org dr. Stacey Mancuso, Principal

Galileo Magnet High School 230 South Ridge Street danville, va 24541 http://web.dps.k12.va.us/galileo/home.html april Goff, Principal

Metropolitan Learning center 1551 Blue Hills avenue Bloomfeld, ct 06002 http://www.crec.org/magnetschools/schools/ met/index.php anne McKernan, Principal

northeast Magnet High School 1847 n. chautauqua Wichita, KS 67214 http://northeast.usd259.org Joel Hudson, Principal

Booker t. Washington High School for the Performing and visual arts 2501 Flora Street dallas, tX 75201 http://www.dallasisd.org/btw tracie Fralie, Principal

vii

Introduction

Since the 1960s, many school districts have promoted magnet schools as a vehicle for reducing

minority-group isolation and increasing school choice for parents, students, and teachers. By defni-

tion, magnet schools are public schools that are able to attract students of diverse racial and socio-

economic backgrounds by offering a special curricular theme or pedagogical approach. In contrast

to conventional zone schools, where students are assigned by geographic location, magnet schools

usually enroll students on a voluntary basis, drawing from areas beyond the traditional neighbor-

hood locale. The underlying premise is simple: A magnet’s specialized focus is compelling enough to

draw a diverse range of families to attend a school outside their immediate zone, even if this requires

travel to a different, or even distant, neighborhood.

Magnet schools originally emerged as a response

to involuntary busing to achieve racial integra-

tion of schools and the growing demand for

variation in traditional public education. Experi-

ments with “alternative schools,” “street acade-

mies,” and “open classrooms” provided models

for magnet schools and gained prominence after

federal court rulings in the 1970s that accepted

magnet programs as a strategy for voluntary

desegregation.1 Between 1982 and 1991, the

number of magnet schools doubled, from 1,019

to 2,433, with magnet school enrollment nearly

tripling from 441,000 to 1.2 million students.2

Funding from the federal government—with the

Emergency School Aid Act from 1972–81—and

the Magnet Schools assistance program (MSaP)

from 1985 until present—also encouraged the

growth of magnet programs. By 2001–02, more

than 3,100 magnet schools were operating

in 230 districts.3 today in 2008, according to

Magnet Schools of america (MSa), a nonprof-

it education association, there are more than

5,000 magnet schools serving approximately

2.5 million children.4

1

Evolving Goals and Changing Communities

as the movement for magnet schools gained

momentum, districts also expanded their goals

to focus on achievement-oriented outcomes as

well as to address issues of the changing com-

munity context and demographics. new purpos-

es for magnet schools include modeling inno-

vative educational methods and leveraging the

element of choice to increase student learning

and parent satisfaction. In some districts, mag-

net schools have dramatically improved student

achievement levels, renewing interest in these

schools as a promising strategy for improving

student learning. as part of a strategy for in-

creasing school choice and the dissemination of

innovative education practices, magnet schools

also can serve as effective vehicles for provid-

ing low-income and minority students with bet-

ter options for education. as MSa founder don-

ald Waldrip says, “Magnet schools are based on

the premise that all students do not learn in the

same ways, that if we fnd a unifying theme

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

or a different organizational structure for stu- dents of similar interest, those students will learn more in all areas.”5 the MSaP evaluation of its 1998 grantees found that teachers in the mag- net schools funded by the program emphasized higher-order thinking skills and used more varied assessment practices than teachers in traditional schools. as a magnet school principal explains, “a primary beneft of launching a theme concept is that it motivates staff members to implement innovative strategies in the classroom … brings cohesiveness to a school’s staff, and offers new opportunities for leadership.”6

choice is a powerful element that can help cre- ate the conditions for successful magnet schools. Students are more engaged in the classroom, parents and community members become more actively involved with school life, and staff mem- bers feel connected by the curricular coherence and shared culture in schools of choice.

there is an ongoing challenge to prepare second- ary students to demonstrate academic achieve- ment at high levels. Magnet high schools are producing positive results, as the schools pro- fled in this guide illustrate. Part of the secret of their success has to do with the opportunity to experience innovative learning and the level of rigor they provide in their programs and instruc- tion. at these schools, academic excellence and innovation go hand in hand, preparing students for college and for success in careers beyond.

this guide is written for policy-makers, district and school staff, as well as educators and parents interested in understanding what successful mag- net schools offer and how the strategies they use to implement innovative programs can increase equity and achievement levels for their students. Readers of this guide will need to select, adapt, and implement practices that meet their individu- al needs and school contexts using the ideas and

practices from the schools featured in this guide as a springboard for their own action research.

The Schools Profled in This Guide

the guide examines eight exemplary magnet high schools, analyzing their common charac- teristics and profling them as models of success. the site selection process, detailed in appen- dix a, involved screening on several levels. as a whole, the eight schools demonstrated that their students, including those with disabilities and those from minority or economically dis- advantaged backgrounds, are developing prof- ciency on their state’s assessments and content standards. the selected sites serve students that mirror the diversity of their district population in terms of race, ethnicity, and socioeconomic background, and demonstrate success with re- ducing or eliminating minority-group isolation. Each of these magnet schools made adequate yearly progress, or aYP, for at least three years, 2004–06, and each one has used a magnet focus to support high achievement though a rigorous curriculum that applies to all students. Each of the sites has graduated at least one class of stu- dents that started at the school in ninth grade. another achievement criteria for school selec- tion concerned student profciency rates: Re- searchers looked for schools that scored at least at the 50th percentile in math and reading on state standardized tests, with demonstrated evi- dence of continued improvement over several years, or for those that were consistently high achieving in the 90th-percentile range annually.

the schools were selected to represent a range of magnet types, including those with selective and nonselective admissions criteria; an interdistrict model; programs with multiple- and single-focus themes; and those with a clear career focus. Se- lected variables for each school are provided in

2

table 1 and also in the individual school profles in Part II of this guide.

to understand the components of their success, a case study of each school was developed. an external advisory group provided insight for creating a research-based conceptual frame- work for analyzing the schools, as detailed in appendix a. the group made recommendations for schools to consider, and determined site se- lection criteria. a two-day visit was arranged at each school to talk with administrators, teachers, parents, and students both individually and in focus groups. artifacts and sample tools were collected from each site, some of which appear in Part I of this guide to illustrate specifc strate- gies implemented at the school level.

these schools are trailblazers in education. Some were launched in response to court-ordered dis- trict desegregation of schools. others were creat- ed out of efforts to engage in high school reform and innovation. But from their inception, all of these schools shared the goals of raising the stan- dard of academic programs offered to students in the community and providing those from lower- income families and diverse ethnic backgrounds opportunities for education excellence.

the schools profled in this guide demonstrate a range of magnet program types. three schools have more than one magnet strand within the same school. G.W. carver Magnet High School (Houston) offers students programs in mechani- cal, electrical, and architectural engineering, ap- plied technology and visual arts. Galileo Magnet High School (danville, va.) offers the Interna- tional Baccalaureate Programme, air and space technology, biotechnology, and advanced com- munications and networking. northeast Magnet High School (Wichita, Kans.) houses a law pro- gram on the same campus with a visual arts and a science strand. chattanooga School for the arts

and Sciences (chattanooga, tenn.) (cSaS) offers a Paideia model, a curriculum derived from the pedagogic ideas of american aristotelian philos- opher Mortimer J. adler and combines seminars, coaching, and didactic instruction.7 Several of the schools offer in-depth study in career-relat- ed felds. For example, Francisco Bravo Medi- cal Magnet High School (Los angeles) provides internships focusing on careers in the health professions, such as physical therapy, nursing, and medicine, while both Booker t. Washing- ton High School for the Performing and visual arts (dallas) and design and architecture Senior High School (Miami) prepare students for future careers in the arts and have admission and audi- tion requirements. two of the schools, carver and cSaS, are part of districts with a K–12 mag- net program that features a continuous theme and focus throughout the grade levels. and Met- ropolitan Learning center (Bloomfeld, conn.) is an interdistrict school whose interdisciplinary theme emphasizes global and international stud- ies. these schools have expanded the range of school choice for the families and communities they serve by offering outstanding educational programs that are innovative and rigorous.

their distinct programs and qualities notwith- standing, these eight schools share fve common elements and strategies:

1. Innovating for Excellence: these schools are pushing the boundaries of innovation in education to create trailblazing programs that inspire students and teachers to do their best work. technology and partnerships provide cutting-edge resources for students, engaging them in state-of-the-art research programs and professional-grade projects.

2. Promoting Equity: these magnet high schools serve a diverse group of students and work to ensure the success of all of them. all stu- dents are held to high academic standards

3

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

Table 1. Selected Variables of Profled Magnet High School Sites

School and Location Year Established As a Magnet

Theme Grades/ Enrollment

Francisco Bravo Medical Magnet High School, Los Angeles b

1990 Health and medical professions 9–12 1,723

G.W. Carver Magnet High School, Aldine Independent School District, Houston c

1995 Engineering, applied technology, and visual arts 9–12 938

Chattanooga School for the Arts and Sciences, Hamilton County, Tenn. d

1986 Paideia, a curriculum based on the ideas of philosopher Mortimer J. Adler, combining seminars, coaching, and didactic instruction

K–12 1058

9–12 470

Design and Architecture Senior High School, Miamig

1990 Architecture; interior, fashion, and industrial design; visual communications; entertainment technology

9–12 479

Galileo Magnet High School, Danville, Va.h

2002 International Baccalaureate Diploma Programme, air and space, biotechnology, advanced communications, and networking

9–12 250

Metropolitan Learning Center, Bloomfeld, Conn.k

1998 Global and international studies 6–12 681

Northeast Magnet High School, Wichita, Kans. l

1990 Visual arts, law, science 9–12 538

Booker T. Washington High School for the Performing and Visual Arts, Dallas m

1976 Performing and visual arts 9–12 696

a Data reported by schools for the 2007–08 school year. b 2006–07 school year, http://dq.cde.ca.gov/dataquest. c 2006–07 school year campus performance report, Academic Excellence Indicator System, http://www.tea.state.tx.us. d Data reported by school for the 2007–08 school year. e Data reported by school for the 2007–08 school year. f Data reported by school for the 2007–08 school year. g 2006–07 school year, http://www.greatschools.net.

44

Student Population Ethnicity

Free & Reduced- Price Lunch

Special Education

English Language Learners

Percentage of 2- and 4-year College Acceptance (Class of 2007)a

66% Hispanic 1.9% African-American 12% Asian American 14% White 5% Filipino

82.8% 1.3% 4.1% 61% 4-year 33% 2-year 94% total

53% African-American 37% Hispanic 7% White 2% Asian American

58% 3% <1% 45% 4-year 25% 2-year 70% total

40% African-American 3% Asian American 56% White 2% Hispanic

23%e 10%f 0 84% 4-year 13% 2-year 97% total $4.2 million in scholarships

52% Hispanic 28% White 16% African-American 3% Asian American

36% 4% (2005–06)

<1% 87% 4-year 13% 2-year 100% total $9.6 million scholarships to 106 seniors, class of 2007

33% African-American 2% Hispanic 60% White 1.5% Asian American 2% Native American

31% 8.4% i 2.4% j 57% 4-year 38% 2-year 5% military 95% total college bound

61.5% African-American 9.8% Hispanic 24.7% White 3.8% Asian American

35% 5.6% .4% 68% 4-year 30% 2-year 98% total

25.7% African-American 13.2% Hispanic 47.4% White 13.8% Other

44% 4.5% <1% 53% 4-year 47% 2-year 100% total

29% African-American 26% Hispanic 42% White 3% Asian American 1% Native American

27% 3% <1% 93.4% 4-year 6.6% 2-year 97.5% total

h Virginia Department of Education school level report 2007. i Data reported by school for the 2007–08 school year. j Data reported by school for the 2007–08 school year. k 2006–07 profle, http://www.csde.state.ct.us/public/der/ssp/sch0607/school.htm. l 2006–07 school year, http://online.ksde.org/rcard/search_database.aspx. m 2006–07 campus performance report, Texas Education Agency Academic Excellence Indicator System, http://www.tea.state.tx.us.

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Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

Five Common Elements and Strategies of the Profled Schools

• Innovating for Excellence

• Promoting Equity

• Forging Community Partnerships

• Designing Rigorous Academic Programs

• Building a Culture of High-quality Teaching

and have access to rigorous learning oppor- tunities and, when needed, support through tutoring and small group workshops. out- reach to parents and families, opportunities for research and internships are some other strategies that they use to empower students from all backgrounds.

3. Forging Community Partnerships: these schools engage support from the com- munity, families, university, and business partners with the intent that all students achieve academically. External resources and supports enable them to offer high- quality programs.

4. Designing Rigorous Academic Programs: these schools focus on preparing their stu- dents for college and successful professional careers. their rigorous graduation require- ments exceed those of the host district, with the goal of preparing students for admission to selective university programs. Several of these schools offer advanced Placement courses and dual enrollment programs with local universities, setting the expectation that college is attainable for all of their students.

5. Building a Culture of High-quality Teaching: the featured schools have exceptional teach- ers who encourage creativity through innova- tive theme-based curricula with meaningful learning experiences that connect classroom

study to real-world applications and experi- ences. With theme-based programs that are atypical of traditional high schools, these magnet high schools offer an integrated cur- riculum that seems to encourage teachers to be collaborative. Just as teachers hold high expectations for students, the school leader- ship holds teachers to rigorous standards for high-quality instruction.

Part I of this guide explores these common ele- ments and strategies in more depth. Examples are provided from the eight schools to highlight how they implement these shared features. Sam- ple materials collected from the schools are pro- vided throughout this section to illustrate some of the tools and strategies these schools use to support their work.

Part II profles each school to highlight individu- al and distinctive characteristics including its his- tory, mission, organization, community partner- ships, student support, and achievements. these narratives are intended to provide a more com- prehensive understanding of each school site.

the guide is based on case study research of eight magnet high schools and involved a visit by researchers to each site, interviews with dis- trict and school staff, focus groups with mem- bers of the school community, and a review of school- and district-related documents. thus, the guide is based, in part, on documented informa- tion about a school and its outcomes, in part, on researcher observation, and, in part, on the perceptions of those interviewed, including staff, parents, and students. Because it is not based on experimental research that can yield valid causal claims about what works, readers should judge for themselves the merits of these prac- tices. also, readers should understand that these descriptions do not constitute an endorsement of specifc practices or products.

6

7

P A R T I

Successful Magnet High Schools: Common Themes

Common Elements and Strategies in The Profled Magnet High Schools

the eight schools presented in this guide ex-

emplify successful magnet programs that pro-

vide students with opportunities for rigorous

learning experiences. Working with the district

and community, each school has developed an

innovative curriculum designed for a student

body from diverse socioeconomic, racial, and

ethnic backgrounds. Students and teachers are

both held to high expectations for achievement

and performance. Inspiring curriculum and

meaningful classroom activities engage and

motivate students to do their best work. Reach-

ing out to university, business, and community

partners helps these schools leverage resources

so they can offer top-notch career and college

preparatory programs. In their communities,

they are trailblazers making a positive impact.

they show what is possible when administra-

tors, teachers, and the community work togeth-

er to create an outstanding high school.

Innovating for Excellence

How are these magnet programs meeting the

challenge of high school reform? Each of these

profled schools was created as an instru-

ment for change, either as a means to reduce

minority-group isolation in schools or to an-

swer the call for a more skilled workforce by

raising the quality of high school education. to

meet those challenges, these schools have de-

veloped a variety of promising strategies and

responses that may be useful to other schools

and districts.

the eight schools profled in this guide exempli-

fy some of the innovative program strands and

curricular themes found in magnet schools. the

schools have attracted students to select these

demanding, content-rich educational programs

and bring families from diverse backgrounds

to the schools. Some themes are designed to

prepare students for careers, such as the health

professions and engineering, that have work-

force shortages, making the magnet programs

even more attractive to students and their fami-

lies. For example, Galileo Magnet High School

(danville, va.) offers study strands in air and

space technology, biotechnology, advanced

communications and networking, as well as

the International Baccalaureate (IB) diploma

Programme (see fg. 1 on p. 8). Miami’s design

and architecture Senior High School (daSH)

is another exemplar of a career-focused high

school program, the frst in its district to focus

on design careers in the arts. daSH combines

a rigorous academic program with specialized

7

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

Figure 1. Magnet Strands of Study at Galileo Magnet High School, School Brochure (Excerpt)

Source: Galileo Magnet High School. Used with permission.

The U.S. Department of Education does not mandate or prescribe particular curricula or lesson plans. The information in the fgure above was provided by the identifed site or program and is included here as an illustration of only one of many resources that educators may fnd helpful and use at their option. The Department cannot ensure its accu- racy. Furthermore, the inclusion of information in this fgure does not refect the relevance, timeliness, or completeness of this information; nor is it intended to endorse any views, approaches, products, or services mentioned in the fgure.

design training. other magnets emphasize in-

novative pedagogic approaches as a way of

setting high standards for children of all back-

grounds. at chattanooga School for the arts

and Sciences (cSaS), founder Jack Murrah

believed that the principles of democratic lib-

eral arts education, espoused by the philoso-

pher Mortimer adler in The Paideia Proposal,

could change how students learn by empha-

sizing critical thinking, refection, and active

participation in seminar classroom settings. na-

tionally recognized as a Paideia model, cSaS

offers a college preparatory, liberal arts educa-

tion that aims to realize the potential of any

student who comes through its doors.

Magnet schools can be innovative in the the-

matic curriculum they provide, but sometimes

8

9

it is the organizational structure in the district or

the school environment itself that is inventive.

Forward-thinking districts have implemented

systemic change by creating feeder systems,

aligning thematic magnet schools from kinder-

garten to 12th grade. In Houston, the aldine

Independent School district developed the-

matic curricular vertical strands spanning K–12,

starting with students at a young age to pre-

pare them for rigorous high school programs

(see fg. 2 on p. 10). this strategy has been so

popular in the district that in 2007–08, G. W.

carver Magnet High School (carver) had only

25 lottery seats open for 300 non-feeder appli-

cations, with most of their 845 students coming

up through the vertical feeder elementary and

middle schools.

Magnet programs also have been developed as

part of community solutions to complex chal-

lenges. Metropolitan Learning center (MLc),

a grade 6–12 magnet, whose interdisciplinary

theme focuses on global education, grew out

of a climate of crisis for public schools in the

Hartford area. due to the nature of that com-

munity’s housing and demographics, an inter-

district model was adopted as a strategy for de-

segregating public schools there as mandated

by a 1996 connecticut Supreme court case

settlement.8 MLc serves students from the 543-

square-mile capitol region of Hartford, with six

or more towns sending students and contribut-

ing funding for them. the capitol Region Edu-

cation council (cREc) manages the cooperative

partnership among the participating districts

that send students to MLc.

Innovation at the district level is one avenue

for improving high school programs. In the

late 1980s, Miami-dade county, Fla., launched

the Saturn School project, as a means to cre-

ate cutting-edge teaching and learning models

throughout the district. a request for proposals

called on educators and community members

“to design the school of your dreams.” that led

to the development of Miami’s design and ar-

chitecture Senior High (daSH), whose program

focuses on preparing students for careers in

the visual arts and design. at northeast Magnet

High School (nEM) in Wichita, Kans., it was

district superintendent Stuart Berger who spear-

headed the use of magnet programs as a cata-

lyst for high school reform.

a distinctive feature of these schools is the

sophisticated way that they leverage thematic

curriculum, exposing students to professional

quality projects with real-life applications. In

some instances, this teaching strategy connects

classroom-level work to community-based

practice; in others, it involves raising the ac-

countability and performance level for fnal

products. For example, when Hurricane Wilma

blew down an observatory tower in the south-

ern part of Everglades national Park in 2005,

students in the daSH architecture program

were invited to design a replacement struc-

ture. Each student drafted plans, and submit-

ted them to a local architectural frm to select

one design for the park. at the same school,

students in the industrial design program cre-

ated drawings for a chair design contest (see

fg. 3 on p. 11) sponsored by a local real es-

tate frm and the HSBc bank in Switzerland.

Students completed 48 chair designs and from

these, 11 fnalists were selected, and fve were

manufactured as prototypes demonstrating the

students’ professional quality work.

9

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

Figure 2. The Magnet School Strands in Aldine Independent School District, Houston (Excerpt)

The U.S. Department of Education does not mandate or prescribe particular curricula or lesson plans. The information in the fgure to the right was provided by the identifed site or program and is included here as an illustration of only one of many resources that educators may fnd helpful and use at their option. The Department cannot ensure its accuracy. Furthermore, the inclu- sion of information in this fgure does not refect the relevance, timeliness, or completeness of this information; nor is it intended to endorse any views, approaches, products, or services mentioned in the fgure.

Source: Magnet Schools of Aldine. Aldine Independent School District. Used with permission.

101010

Figure 3. Sample Chairs Designed By Students in the Industrial Design Program At Design and Architecture Senior High School (Miami)

Source: Design and Architecture Senior High School. Used with permission.

The U.S. Department of Education does not mandate or prescribe particular curricula or lesson plans. The information in the fgure above was provided by the identifed site or

program and is included here as an illustration of only one of many resources that educators may fnd helpful and use at their option. The Department cannot ensure its accu-

racy. Furthermore, the inclusion of information in this fgure does not refect the relevance, timeliness, or completeness of this information; nor is it intended to endorse any views,

approaches, products, or services mentioned in the fgure.

111111

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

teaching in these schools is often project-based,

with students experiencing the relevance of

their rigorous learning. For example, at Galileo

Magnet High School (Galileo), in an advanced

application of Biotechnology class, students

work in pairs in a state-of-the-art laboratory.

using a special kit with pipettes to detect anti-

bodies in the blood stream, they can determine

if there has been exposure to a disease, such

as smallpox.

Several of these schools have innovative strate-

gies for infusing technology in their environ-

ments. at carver, the principal piloted an inter-

nal communication technology system for staff

so that any teacher can check the status of a

student’s grades, attendance report, and testing

data with the click of a mouse. at MLc, teachers

use interactive whiteboards, and every student

has a laptop. Instead of a school library with

books, Galileo has a research center to give stu-

dents access to cutting-edge science. they can

download data, reports, and conduct their own

online research. For students in rural areas,

small towns, and inner-city neighborhoods that

are often quite insular, new technology offers

an expansive array of resources that aims to

open local viewpoints to global perspectives.

Promoting Equity

all of these magnet high schools show a strong

commitment to equity, ensuring that a diverse

group of students have outstanding educational

opportunities, adhere to high standards, and re-

ceive the necessary support for success.

Several of these schools were founded as part

of desegregation efforts in response to court

cases, providing families with new choices

and education options. Established in 1922 as

the frst african-american high school in dal-

las, Booker t. Washington High School for the

Performing and visual arts (BtWHSPva) was

originally 100 percent african-american, and

now in 2007–08 has 42 percent white students,

a contrast with the district’s student population

that is 5 percent white and 65 percent Hispanic.

“Magnets are still serving the goal of creating

balanced diversity,” says Faustina Gallagher,

dallas Independent School district’s magnet

schools program coordinator.

Many of these magnet high schools engage

in active outreach throughout their districts to

ensure continued ethnic and socioeconomic

student diversity. at daSH, school site magnet

coordinator Mary Hartley goes to every middle

school in the county and also to private schools,

telling teachers that she is “looking for kids

who want to make art an important part of their

life, [youths who] might want to design cars or

clothes or buildings.” at daSH, the result is a

diverse student body whose families have im-

migrated from over 37 different countries, in-

cluding Guatemala, dominican Republic, cuba,

chile, Morocco, and Pakistan.

Serving a diverse population, these schools want

to ensure that every student has outstanding

educational opportunities. chattanooga School

for the arts and Sciences (cSaS) began with a

vision for education equity. “What we wanted,”

says founder Jack Murrah, “was to establish a

demonstration school that was intentionally

diverse socially and academically in student

makeup, but with one uniformly high standard

of intellectual expectations for every student.”9

at cSaS, there is no tracking, no class ranking,

12

and no advanced Placement (aP) classes that

require minimum test scores or grades for en-

try. true to the school’s philosophy, the one-

track curriculum is applied equally to all stu-

dents, based on the assumption that everyone

is capable of learning and benefting from a

heterogeneous environment.

teachers support students while simultaneous-

ly holding them accountable to high academic

expectations. as a Galileo teacher says, “We

expect college for everyone.” another explains

that the school staff “does not dumb down

the curriculum, no matter what. this produces

great success, and we surpass so many state

and district standards in the process.” a vari-

ety of studies have found that children growing

up in poverty typically have access to fewer

resources and less breadth of exposure to in-

tellectual and professional opportunities than

their peers growing up with two white collar

professional parents.10 these magnet schools

seek to provide all their students with opportu-

nities and exposure to the world beyond their

neighborhoods. at Francisco Bravo Medical

Magnet High School, students from inner-city

Los angeles have chances to do research in

the professional world of doctors and scientists

working in neighboring, world-class medical

centers, such as the Keck School of Medicine

of the university of Southern california. Stu-

dents from farm towns and inner-city Hartford

have opportunities to learn from international

students who attend MLc and from their own

experiences traveling overseas. In dallas, stu-

dents at BtWHSPva interact with famous artists

and professionals, such as actor Sidney Poitier,

who visit the school to give master classes for

promising high school performers.

If setting high academic expectations is one-

half of the equation for increasing student

learning,11 then the other is providing support

for student success. Staff at these magnet high

schools aim to achieve equity through active

tutoring and resources for students who need

additional support.

By engaging students’ families as partners in

the education process, teachers and families

can work together to optimize the possibility

of student success. Many of these magnet high

schools devote resources that help parents par-

ticipate in their students’ education. at Bravo,

parents of incoming freshmen who were fail-

ing classes during middle school are invited

to participate in a six-week Saturday Bridge

achievement academy (see fg. 4 on p. 14).

currently, around 150 of Bravo’s 1,726 students

are enrolled. In its frst year, nearly 60 families

took part, and parents had opportunities to

work with school counselors in different aca-

demically focused workshops with such topics

as how to read your child’s report card and

how to use the daily progress report. other

Bridge workshops taught skills that could be

used at home, such as time management and

how to build a positive learning environment.

as part of Bravo’s outreach, parents were in-

troduced and encouraged to make use of such

school resources as the counseling and career

center. the goal is to empower parents to sup-

port their children’s education so that they will

feel comfortable enough to communicate con-

cerns and requests to their child’s teachers. In

communities where many of the students will

be the frst in their family to attend college, or

parents do not speak English, this type of com-

munication between school and home can be

vital to students’ success.

13

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

Figure 4. Francisco Bravo Medical Magnet High School (Los Angeles), Parent Evaluation of Bridge Achievement Academy (Excerpt)

Bridge Achievement Academy/Academia de Éxito Session/Sesión 4 – Saturday, October 13, 2007

Evaluation/Evaluación

A. Please select the answer that corresponds to your opinion for each of the following statements. Favor de seleccionar la respuesta que corresponde a su opinión.

YES/ SI

NO/ NO

I DON’T KNOW/ NO SÉ

I know how to interpret the information on my child’s report card. Sé como entender la información en el informe de calificaciones.

25 1

I know the options and resources available to help my child improve his/her grades. Entiendo las opciones y los recursos disponible para ayudar mi hijo/a mejorar sus notas.

26

I know how to communicate (i.e., request parent conference) with my child’s teachers and counselors. Sé como comunicarme (por ejemplo, como pedir una cita) con los maestros y consejeros de mi hijo/a.

25 1

The parenting principles information was helpful. Siento que la información sobre la crianza de los hijos me ayudó.

25 1

The U.S. Department of Education does not mandate or prescribe particular curricula or lesson plans. The information in the fgure to the right was provided by the identifed site or program and is included here as an illustration of only one of many resources that educators may fnd helpful and use at their option. The Department cannot ensure its accuracy. Fur- thermore, the inclusion of information in this fgure does not refect the relevance, timeliness, or completeness of this information; nor is it intended to endorse any views, approaches, products, or services mentioned in the fgure.

B. What was the most important thing you learned today? ¿Cual fue la información más importante que aprendió hoy? About report cards. How to read report cards, and how to bring grades up. How to request a parent conference. About raising up children. That I can have conferences with teachers. How to sum up grade points. About report cards. I understand the report cards. How to find out his grades and speak with his teachers. I learned how I can communicate with the teachers and how to read his report card. The most important thing is that now I understand my child’s report card. How to schedule an appointment with teachers, and how to motivate my daughter so she can be a better students. Knowing my son is not doing good, and how to help him. How to read the report card. My sons grades. Raising up our children, and how to make appointments with teachers. How to interpret the information on the report card. How to keep a good communication with the students, and how to interpret his report card. How to request parent conferences with my child’s teachers, and counselor. Methods on how to raise our kids. Progress reports. All the information was very helpful.

C. How will you use this new information to support your child’s academic success? ¿Cómo va a usar esta información para apoyar el éxito académico de su hijo/a? Talk more with him, and give him more advice. By having a conference with some of the teachers. This conference will be very helpful, I will be able to detect when my son is having trouble with his grades. Putting this information to good use. Give him more support and spend more time with him. Convince him to go to tutoring, and explain to him how important it is for him to do all his assignments. Help and support her. Putting to use what I learned, and be positive. Help him improve in the classes he is having trouble in. I will use this information in a positive way and come to any future workshops. I’m going to encourage my daughter in what she needs. Asking the school for help. Give him more attention. Give him support with school work. I will put this information to good use. Support him in what I can. Check every report card and find out if he is doing better or worst. Rewarding him with what he likes most. Stay firm on the consequences for getting bad grades. Participate in more activities with my son regarding class and homework. By helping and working more with him. Putting more rules about education.

D. List any additional issues/topics you would like discussed in future sessions? ¿Hay otros temas que quisiera platicar en las próximas sesiones? How to communicate with my son. About other educational programs this school offers. Everything is well explained. How to help my child. About future classes they need to take so they can advance. How teachers teach and grade. How to reach success with my son. Money for college for students who do not have legal papers. All the information they give us, helps us. I am very pleased. Everything you teach us is perfect. How to enroll him for tutoring.

E. How would you improve the session? / ¿Cómo mejoraría la sesión? More time. Everything is great. Putting more attention. Thank you for your time. The counselors are doing everything very well. Supporting the students and teachers. I would like to congratulate all the professionals for helping us, and ask for patience, thank you. Everything is great. Everything is well organized, 100% “A”. Everything is good. Talk about how to be a better parent.

Thank you! We appreciate your participation and support. ¡Gracias! Le agradecemos su participación y apoyo.

– Bravo Counseling Team

Source: Francisco Bravo Medical Magnet High School. Used with permission.

141414

these schools both seem to positively impact

students’ lives and strengthen their communities.

In danville, va., Galileo Magnet High School is

helping to revive an economically distressed

area. a group of local virginia tech and city

leaders collaborated on how to create a local

workforce skilled for white-collar, not just blue-

collar, work. they decided on a magnet school

focused on three career strands—networking,

biotechnology, and air and space—infused with

the skills needed to apply to college and for fu-

ture careers. they recruited the national aero-

nautics and Space administration (naSa) staff at

the Langley Research center in Hampton, va., to

help develop the air and space program. “We’re

part of the economic development of the city,”

explains retired principal Bill Lawrence. today,

because of its rigorous and high-tech academic

program, when new industries visit danville, city

leaders always include a visit to Galileo as part

of their marketing strategy. If you achieve equity

in the school building, it can have a huge impact

in the community. “companies come to danville

because of this school,” says Lawrence.

Forging Community Partnerships

Mobilizing community support has been a key

strategy in how these schools develop rich pro-

grams for students. a spirit of entrepreneurship

inspires their lead administrators to devote time

and energy to build partnerships with students’

families, universities, and civically minded busi-

nesses and nonproft organizations. these pro-

active principals reach out to the community

to garner resources. For many of these mag-

net schools, innovative curriculum is enhanced

through internship programs sponsored by

community businesses and local universities. as

nEM’s founding principal Jim Mcniece recalls,

“I was on a frst-name basis with anyone who I

thought could help the school. We felt that we

have to give kids a reason to get on the bus and

travel 15 miles to come to our school. there

has to be a really good program at the end of

the bus ride.” He developed a 10-year active

partnership with the Boeing company, which

donated money, equipment, trained staff, and

mentored students. When Boeing changed its

funding priorities, Mcniece started anew with

Raytheon company, local museums, and other

organizations. “there is an ebb and fow to

partnerships because they are based on indivi-

duals, connections, and relationships.”

nEM is adjacent to Wichita State university

(WSu). nEM high school students attend spe-

cial science programs at WSu’s engineering

facility on a regular basis and have access to

equipment and software there. Juniors and

seniors can attend WSu art classes and exhibit

their work in shows at the Wichita art Museum,

Wichita center for the arts, and other public

and private galleries.

other partnerships magnet high schools deve-

lop are those that are dual-enrollment programs

with local universities. dual-credit courses ena-

ble students to accrue college credits while still

in high school.12 at MLc, students can enroll in

courses at capital community college and St.

Joseph college with tuition and fees waived for

one course each semester, provided they pass

mathematics and English placement exams and

have at least an 80 percent grade point average.

two schools have active advisory boards that

leverage additional resources, similar to how a

board of directors serves a nonproft organiza-

tion. the BtWHSPva advisory board embarked

15

16

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

on a capital campaign of $55 million to create a

new facility on the original school site. as a re-

sult of this public-private partnership, the district,

through local city bonds, has given $23 million,

and the school has raised almost all of the re-

maining $32 million through private funds. the

board includes 45 elected members who repre-

sent 34 local arts organizations. It also has helped

the school develop community partnerships (see

fg. 5 on p. 17), providing students with profes-

sional-level opportunities, such as performing

with the dallas Symphony orchestra and taking

master classes with renowned dance artists who

serve as role models, providing inspiration.

Partnerships with industry to support career-

focused magnet programs have kept some of

these schools on the cutting edge of innovative

education. at Bravo, student research projects

with university faculty and researchers connect

students to the medical world, and they have

the opportunity to pursue a medical certifca-

tion course, gaining hands-on experience from

neighboring medical and research facilities.

there are mutual benefts for the school and its

partners: Students learn from real-world appli-

cations and are exposed to high-level research

and professional learning opportunities; hos-

pitals and organizations gain volunteers while

investing in the education of future nurses, doc-

tors, researchers, and technicians.

at daSH, all students complete a career de-

sign portfolio (see fg. 6 on p. 18) that includes

creating a resume as a step towards getting an

internship in the community. Linking school

course work to real-world experience is a criti-

cal component of a daSH student’s education.

the school’s robust internship program provides

students with the opportunity to go and work

in top-notch design frms and art galleries; there

they can learn what one staff member describes

as “things we could never teach them.”

these schools also garner support from vari-

ous kinds of parent involvement. For example,

at BtWHSPva, each arts cluster has a parent

guild. the school’s theatre Guild, for example,

has 100 members and, according to its presi-

dent, “assists students and teachers in the clus-

ter with whatever needs they have,” including

raising money for costumes and for students to

attend performances outside of school. cSaS

parents commit to a minimum of 18 volunteer

hours and, in 2006, they dedicated more than

28,000 hours within the school.

Designing Rigorous Academic Programs

these schools have a clear vision for their

students’ postsecondary success beyond high

school. they raise the bar for all students so

that they will be prepared not only to enter

but also to complete college. their rigorous

graduation requirements include portfolios,

senior projects, and advanced course curricu-

lum that exceed district and state graduation

requirements. Fulflling them prepares students

for admission to selective university programs

and professional careers.

Research shows the importance of aligning high

school graduation requirements with college

admission criteria.13 to do so, many schools

have increased graduation requirements be-

yond those of their district or state, requiring

students to take not only more credits, but also

more rigorous courses.14 For example, MLc’s 25-

credit graduation requirement is higher than the

16

Figure 5. Booker T. Washington High School for the Performing and Visual Arts (Dallas) List of Cultural Community Collaborations and Guest Artists

Source: Booker T. Washington High School for the Performing and Visual Arts. Used with permission.

The U.S. Department of Education does not mandate or prescribe particular curricula or lesson plans. The information in the fgure above was provided by the identifed site or program and is included here as an illustration of only one of many resources that educators may fnd helpful and use at their option. The Department cannot ensure its accu- racy. Furthermore, the inclusion of information in this fgure does not refect the relevance, timeliness, or completeness of this information; nor is it intended to endorse any views, approaches, products, or services mentioned in the fgure.

171717

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

Figure 6. Design and Architecture Senior High School (Miami) Career Design Portfolio Flyer

Source: Design and Architecture Senior High School. Used with permission.

The U.S. Department of Education does not mandate or prescribe particular curricula or lesson plans. The information in the fgure above was provided by the identifed site or program and is included here as an illustration of only one of many resources that educators may fnd helpful and use at their option. The Department cannot ensure its accuracy. Furthermore, the inclusion of information in this fgure does not refect the relevance, timeliness, or completeness of this information; nor is it intended to endorse any views, approaches, products, or services mentioned in the fgure.

1818

22 credits required by the state of connecticut.

MLc requires more credits in mathematics, glob-

al studies, and foreign language (see fg. 7 on

p. 20). to graduate, students also must complete

a senior project. For MLc staff, part of the ratio-

nale for the increased requirements is to ensure

that students reach higher profciency levels

in subject areas. MLc students begin language

study in middle school so they have time to

develop profciency in one of three offered—

Spanish, chinese, or French—and reach the lan-

guage aP level by the end of high school.

the magnet high schools with thematic strands

in engineering or arts programs give students

a structured sequence of course requirements

and specifc electives from which to choose.

By taking the recommended progression, they

are able to complete all of the requirements by

graduation and are on track for college or fu-

ture careers. For example, at carver, there is a

separate set of requirements for each of its three

magnet themes—engineering, applied technol-

ogy, and visual arts. a sampling of related ca-

reers are outlined on course selection guides,

linking rigorous curriculum and skill prepara-

tion for future interests (see fg. 8 on p. 21).

at Bravo, all students are encouraged to meet

the admission standards of the university of

california and california State university sys-

tems, called “a-G” course work requirements.

“one of the key factors here is that even if they

didn’t walk in the door wanting to go to col-

lege,” says one teacher, “they are going to walk

out the door knowing they need to go to col-

lege.” as one student explains, “It’s the number

one priority of every single administrator, coun-

selor, and teacher to send everybody to college.

From the beginning they push us to go, and if

you tell them you are thinking about quitting

or dropping out, they’ll push you, set up meet-

ings, and tell you how you can better yourself.”

Bravo is well on its way to achieving that goal:

of its 2007 graduating class, 94 percent went on

to two- or four-year colleges.

Several research studies link rigorous academ-

ics in high school to predictors of success in

college and careers. For example, a study by

act and the Education trust looking across

high-performing, high-poverty, high-minority

high schools found that advanced, college-ori-

ented material in core courses is the number

one predictor of success in college and work.15

But studies have found that students from low-

income families are less likely to be enrolled

in college preparatory courses.16 Intending to

reverse this trend, several of these magnet high

schools offer aP courses, and one school offers

the International Baccalaureate (IB) diploma

Programme. daSH was recognized by the col-

lege Board as the international leader for hav-

ing the largest number of african-american and

Hispanic students earning college credit on the

aP studio art exam. of the 385 exams submit-

ted in 2006 in 14 courses, 80 percent received

a score meriting college credit. In 2007, 244

students took 500 aP tests in 16 aP subjects,

and 66 percent scored 3 or higher, making them

eligible for college credit. and 100 percent

of the class of 2007 went on to college, with

87 percent attending four-year colleges and

13 percent attending two-year colleges.

one strategy for addressing low student

achievement has been to increase the level of

rigor in courses that students are taking in sec-

ondary school programs. Increasingly, aP and

IB diploma programs have been added to high

19

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

Figure 7. Metropolitan Learning Center (Bloomfeld, Conn.) Graduation Requirements

The U.S. Department of Education does not mandate or prescribe particular curricula or lesson plans. The information in the fgure to the right was provided by the identifed site or program and is included here as an illustration of only one of many resources that educators may fnd helpful and use at their option. The Department cannot ensure its accuracy. Fur- thermore, the inclusion of information in this fgure does not refect the relevance, timeliness, or completeness of this information; nor is it intended to endorse any views, approaches, products, or services mentioned in the fgure.

Source: Metropolitan Learning Center. Used with permission.

school curricula to enrich the academic content

of teaching. Between 1997 and 2005, the to-

tal number of students taking aP examinations

more than doubled.17 Many magnet high schools

have opted to implement rigorous curriculum

including aP and IB programs, explicitly pre-

paring students for college. at MLc, eight aP

courses are offered, and in 2007, 70 percent of

the students in these classes came from histori-

cally underrepresented racial and ethnic groups.

at BtWHSPva, 19 aP courses are offered, and

the college Board has recognized the school as

having the strongest aP Music theory course

in the nation. the high levels of achievement

by minority students at these magnet schools

further suggests their success in preparing all

students for rigorous college programs.

adelman’s landmark study on contributing

factors to completion of a bachelor’s degree

showed that, at the high school level, the key

factor linked to college completion is a rigorous

20

Figure 8. Examples of Careers Related to Magnet Strands at G.W. Carver Magnet High School (Houston)

House of Engineering Examples of Careers

Electrical Engineering

Students work in digital electronic labs equivalent to university- level programs, and learn about alternating currents, wiring, and circuitry.

Aircraft Electrician, Biomedical Equipment Repair

Architectural Engineering

Students use applications like Computer-aided Design (CAD), Auto Desk Pro, and other software tools to build future cities and design homes.

Architectural Engineer, Civil Engineer, Interior Designer, Landscaper

Applied Technology Engineering Technologies

Students become profcient in programming languages, com- puter networking, and telecommunications. Projects include multimedia productions, live broadcasts, sound mixing, and video editing.

Computer Programmer, Secu- rity Specialist, Systems Ana- lyst, Data Communications Technician

Manufacturing Engineering Technologies

Students train in manufacturing techniques and safety, operating machine tools and mills to create products. Students also design and construct a variety of robotic models.

Mining & Petroleum Technolo- gist, Quality Control & Safety Technologist

Source: G.W. Carver Magnet High School. Used with permission.

The U.S. Department of Education does not mandate or prescribe particular curricula or lesson plans. The information in the fgure above was provided by the identifed site or program and is included here as an illustration of only one of many resources that educators may fnd helpful and use at their option. The Department cannot ensure its accu- racy. Furthermore, the inclusion of information in this fgure does not refect the relevance, timeliness, or completeness of this information; nor is it intended to endorse any views, approaches, products, or services mentioned in the fgure.

curriculum.18 the national center for Education

Statistics found that students who completed

any advanced mathematics course (64 percent)

enrolled in four-year colleges at nearly double

the rate of those who only completed mathe-

matics through algebra II (34 percent).19 Putting

this research into practice, all of these schools

have sequenced their mathematics programs so

that students will reach such advanced courses

as calculus, trigonometry, or statistics by the

end of their high school education.

Every student at nEM takes mathematics for

all four years of high school. these classes

meet daily for 95 minutes all year long, pro-

viding more time on task and opportunities

for remediation, enrichment, and acceleration.

Students are expected to complete algebra II

21

or beyond, and science magnet students are

required to complete algebra II and Precalcu-

lus/trigonometry with a c or above. In 2007,

86 percent of students passed the Kansas state

mathematics test.

Several of these magnet schools have project

graduation requirements. cSaS requires two dis-

tinct exhibitions of student mastery to graduate:

the Scholar’s Journey and the Senior Project. to

graduate from cSaS, students must complete the

Senior Project (see fg. 9 on p. 22) that includes

a 10–12-page research paper, 30 hours of related

community service, the creation of a tangible

product, and two culminating presentations.

Senior Project papers have explored such topics

as biodiversity and water quality in a local wa-

tershed. Similar to a college-level dissertation

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

Figure 9. Chattanooga School for the Arts and Sciences 2008 Senior Project Overview

The U.S. Department of Education does not mandate or prescribe particular curricula or lesson plans. The information in the fgure to the right was provided by the identifed site or program and is included here as an illustration of only one of many resources that educators may fnd helpful and use at their option. The Department cannot ensure its accuracy. Furthermore, the inclusion of information in this fgure does not refect the relevance, timeliness, or completeness of this information; nor is it intended to endorse any views, approaches, products, or services mentioned in the fgure.

process, essential questions, outside experts,

and bibliographies for research papers must be

approved by Senior Project advisers each step

of the way.

to ensure that students are taking rigorous

academic programs, these schools provide

academic advising so that students receive

guidance when making their annual course

selections. academic advising plans include

preparing students for the college application

process. at BtWHSPva, the school hosts col-

lege representatives for a multiday event where

students perform and present their best work.

at daSH, the college counselor organized a

Source: Chattanooga School for the Arts and Sciences

22

trip to new York city to show students college

campuses and meet with alumni and college

students, creating a bridge to the next step in

their education.

Building a Culture of High-quality Teaching

a rigorous curriculum infused with innovative

learning opportunities developed by outstand-

ing teaching helps make these schools excep-

tional. their leaders, recognizing the critical

role of outstanding teachers, attract, hire, and

retain educators with the ability to inspire, hold

high expectations for students, share subject

matter expertise, and provide support for out-

standing academic achievement. as profession-

als, the teachers have the autonomy and col-

legial support to be creative and collaborative,

resulting in a dynamic learning environment for

their students.

these schools have teachers who connect

classroom learning to real-world situations and

experiences. at MLc, teachers highlight the

links between what their students learn and

the desired outcomes of a global education,

the school’s magnet theme. teachers use a map

(see fg. 10 on p. 24) to help students refect

upon and connect their own values, abilities,

and knowledge. these are represented adjacent

to specifc knowledge areas (global history, hu-

man culture and values, etc.) that students need

to develop to become global citizens. together,

they nurture and connect to the global perspec-

tives identifed on the map’s circumference.

the innovative nature of these magnet high

schools appeals to teachers and may make it

easier for principals to recruit outstanding staff.

Former Superintendent of Hamilton county,

Jesse Register, explained that when starting

cSaS, over 100 educators applied for the 20

openings, refecting teachers’ overall excite-

ment to experiment with methods of teaching

emphasized in the Paideia model. When hiring

daSH staff, principal Stacey Mancuso notes, “all

of our program teachers are from industry. they

are not education majors. the industrial design

teacher designed the sunglasses on her head.

the architecture teacher is still a registered ar-

chitect. Florida gives teachers three years to

complete their credentials. tom Pike, the flm

instructor, did his online in six months.” a top-

quality teaching staff makes an enormous differ-

ence for advancing student learning.20 the result

is a high-caliber program for all students.

to infuse high-quality teaching with cutting-

edge practices, these schools engage in a model

of continuous improvement through ongoing

professional development. at nEM, teachers

formed Professional Learning communities

(PLcs) to encourage faculty collaboration.

Weekly staff development meetings focus on

such topics as using student performance data

to improve instruction, cultural profciency,

differentiated instruction, and best practices

for improving reading comprehension. Every

Wednesday, teachers have a 40-minute block

of time that is used to examine student data

by grade level and by department. Each PLc

group devotes a series of sessions to focus

on student learning, effective instruction,

and student data analysis. as part of their

professional development, teachers learn to use

interim assessments to inform their teaching

and instruction. the science department, for

example (see fg. 11 on p. 25), discussed how

material is actually learned and strategized

ways to support students further to demonstrate

mastery of concepts they missed in the frst

round of assessments. the school data leader

compiles the data and then works with teachers

in PLc teams to understand it.

By bringing teachers together to work

collaboratively, faculty members say they feel

less isolated and compartmentalized by de-

partment; instead, they can share strategies for

working with students and help each other to

prepare curriculum activities and assessments.

23

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

Figure 10. Mapping Connections for MLC Students Between Learning and the Real World*

The U.S. Department of Education does not mandate or prescribe particular curricula or lesson plans. The information in the fgure to the right was provided by the identifed site or program and is included here as an illustration of only one of many resources that educators may fnd helpful and use at their option. The Department cannot ensure its accuracy. Furthermore, the inclusion of information in this fgure does not refect the relevance, timeliness, or completeness of this information; nor is it intended to endorse any views, approaches, products, or services mentioned in the fgure.

* The map links the core knowledge areas in the triangles to the global perspective on the outer ring.

Source: Metropolitan Learning Center. Used with permission.

2424

Figure 11. Northeast Magnet High School (Wichita, Kans.) Science Professional Learning Community Notes From Weekly Meeting (Excerpt)

Source: Northeast Magnet High School. Used with permission.

The U.S. Department of Education does not mandate or prescribe particular curricula or lesson plans. The information in the fgure above was provided by the identifed site or program and is included here as an illustration of only one of many resources that educators may fnd helpful and use at their option. The Department cannot ensure its accu- racy. Furthermore, the inclusion of information in this fgure does not refect the relevance, timeliness, or completeness of this information; nor is it intended to endorse any views, approaches, products, or services mentioned in the fgure.

2525

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

Conclusion

In the united States, students who graduate

from college are likely to have higher earnings

than those who only complete high school.21

But research also shows that it is students from

affuent families who are more likely to gradu-

ate from college.22 Further, students of color

and those from low-income families are less

likely to be in a college-track curriculum in high

school.23 Given these trends, completing a rig-

orous high school program can have signifcant

consequences for students from low-income

and minority backgrounds.

these magnet high schools present opportuni-

ties for students to advance themselves. they

show what is possible in public education—that

when public high schools provide students from

all walks of life with rigorous curricula and high

academic expectations, students will rise to the

challenge. the measures of successful achieve-

ment are clear: these schools are outperforming

local districts on state tests (see tables 2 through

9), are getting students into college, and are pre-

paring them for a productive future.

26

P a r t I I

Profiles of Magnet Schools Highlighted In Part I

Francisco Bravo Medical Magnet High School

G.W. carver Magnet High School for Engineering, applied technology, and the arts

chattanooga School for the arts and Sciences

design and architecture Senior High School

Galileo Magnet High School

Metropolitan Learning center

northeast Magnet High School

Booker t. Washington High School for the Performing and visual arts

27

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

2828

Selected Characteristics of Magnet School and Host District a

Magnet School: Francisco Bravo Medical Magnet

Host District: Los Angeles Unifed School District b

Year Established as Magnet

Theme

Grades

Enrollment

Student Ethnicity

Special Education

Free or Reduced- price Lunch

English Language Learners

1990

Medical

9–12

1,723 students

66% Hispanic 1.9% African-American 14% White 12% Asian American 5% Filipino

1.3%

82.8%

4.1%

Population Type

Size

MSAP c Funded

Enrollment

Student Ethnicity b

Special Education d

Free or Reduced- price Lunch b

English Language Learners b

Large City

710 square miles

Yes

52,525 magnet out of 653,215 students

72.8% Hispanic 11.2% African-American 8.9% White 3.7% Asian American

11.2%

73.2%

37.6%

Francisco Bravo Medical Magnet High

School Los Angeles

High levels of achievement and motivation are not hard to fnd along the corridors and in the classrooms at Francisco Bravo Medical Mag- net High School (Bravo). display cases show recent awards: a national title I distinguished School plaque (title I is the section of the No Child Left Behind Act that provides resources for districts and schools serving disadvantaged student populations, including low-performing and high-poverty students) hangs next to pho- tos of students, community members, and ad- ministrators at a ceremony celebrating Bravo’s 2006 recognition as a national Blue Ribbon School. (Both award programs honor schools for their academic excellence; the former is ad- ministered by the national association of title I directors, the latter by the u.S. department of Education.) nearby posters, including one titled “determination of neurostimulating Electrode Surface area using Electrochemical Imped- ance Spectroscopy,” exhibit students’ academic excellence in the medical feld and summarize

2929

their research projects conducted with univer- sity faculty and biomedical researchers.

Such accomplishments signal Bravo’s rigorous curriculum. Students are motivated because if they do well, they will qualify for a program that enables them to become certifed nursing assis- tants and fnd employment as paraprofessionals in a california health-care center. Bravo’s principal Maria torres-Flores sums up the school’s ambi- tious aim: “our belief is that every student that comes through our doors can and will be suc- cessful. It’s not just about graduating from high school, but about continuing their education and going on to college.”

named to honor a local surgeon, business leader, and advocate for the education of Mexican amer- ican students, Francisco Bravo Medical Magnet High School was established in 1990 to meet the academic needs of students drawn to health ser- vices careers. It began modestly. opening with a

a Source: Dataquest, data for school year 2006–07, http://dq.cde.ca.gov/dataquest b Source: Ed Data district profle fscal year 2006–07, Los Angeles Unifed School District,

(LAUSD) http://www.ed-data.k12.ca.us c U.S. Department of Education’s Magnet Schools Assistance program d Source: School Matters, students with disabilities, LAUSD 2005–06, http://www.schoolmatters.com

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

class of 84 students and three core teachers, the magnet was housed in two bungalows on the campus of Lincoln High School. this small mag- net program, Lincoln Medical Magnet, under- went several stages until 1990, when it became a stand-alone magnet, Francisco Bravo Medical Magnet High. With the help of funds from com- munity partners and loans, the school relocated to the current fve-foor, single-building facility in the Boyle Heights area of East Los angeles, adjacent to the Keck School of Medicine of the university of Southern california (uSc). today, Bravo’s 74 faculty members serve 1,723 students. Its proximity to a hub of medical schools, hos- pitals, and research centers that partner with the school, opens the doors for students to learn about the real world of biomedical research, clin- ical practice, and health care providers. Bravo is an inner-city school in the Los angeles unifed School district (LauSd): 40 percent of its stu- dents live in the Boyle Heights neighborhood, a community of low-income Latinos, although the school draws the balance of its students from all backgrounds and from various areas of LauSd.

While Bravo’s magnet theme connects students to the real world of health-care providers, bio- medical research, and hospitals, and offers them options for pursuing various medical careers, the school’s focus has evolved over the years to en- sure that even students who do not pursue those professions will be fully prepared for college. through the Bravo curricular Pathway, students are encouraged and prepared to meet the admis- sion requirements of the university of california system, the california State university system, or similar institutions. a second option available to students may include a community college, occupational center, technical school, or other postsecondary training programs. Bravo has suc- cessfully realized its goal: all students complete california’s “a-G” course work for college ad- mission, and of its 2007 graduating class, 94 per- cent went on to two- or four-year colleges.

Mission and Curriculum

Bravo’s motto of “Quality and Integrity” embodies the school’s approach to teaching and learning. teachers constantly look for ways to put funda- mental college-preparatory and life skills into ev- eryday classroom practices. Bravo’s curriculum is infused with academically enriched material and course offerings that require students to develop organizational and analytical skills they can apply beyond the school walls.

Students are expected to follow a framework for rigorous academics from the frst day they enter Bravo. an individualized graduation plan helps stu- dents plan courses over the next four years geared to their postsecondary goals. Incoming students at- tend an introductory orientation course that expos- es them to the health professions. Bravo staff also set a goal for each student to enroll in at least one of the 14 advanced Placement (aP) courses be- fore they graduate. Bravo partnered with East Los angeles community college, where students who want to get an early start can enroll in a variety of college-level courses offered at Bravo’s campus after the regular school day. Since students attend Bravo from all over Los angeles, students also may take courses at a community college in their own neighborhood. this dual-enrollment program (90–100 students participate on campus and 25–30 students participate off campus each semester) al- lows students to receive credits towards gradua- tion from Bravo, as well as college units.

the school offers a diverse curriculum in the felds of science and health science beyond the basic district requirements. Most courses allow students to spend time at health or clinical sites to gain additional experience and training. While their core courses meet the state’s minimum col- lege admissions requirements, juniors and seniors can enroll in one of the dozen science and health science electives, which include dental assistant, Medical terminology, and nursing assistant. after successful completion of the frst term, students

30

are then required to complete 60 hours of theory and 100 hours of clinical practice in a community health facility. Students are tested at the end of the course—the equivalent to the frst semester of nursing school—by taking the state certifcate exam administered by the american Red cross. Success- ful completion enables students to be employed as nursing assistants in a health-care facility.

Bravo’s partnerships with such world-class medical and research facilities as the university of South- ern california Health Sciences campus (uSc-HSc) and the Saban Research Institute offer students di- verse feld experiences, learning enrichment op- portunities, and internship possibilities.

Ensuring Student Success

central to Bravo’s focus as a school for the col- lege-bound is the idea that all students, no mat- ter what their ethnicity, socioeconomic status, or incoming GPa, should have the opportunity, academic support, and resources to succeed and pursue a higher education. this means that there are no tests or admissions requirements that stu- dents must meet in order to apply; instead, stu- dents are selected by lottery. thus, says assistant principal Felipe caceres, “We get students from the very high end to the very low end of the edu- cational level as far as their needs.”

though students at Bravo vary in achievement levels, caceres explains that Bravo’s administrators have “challenged the faculty to look at the com- position of the more rigorous classes such as aP courses so that the underrepresented minorities are a part of that.” Bravo offers an advancement via Individual determination (avId) program, which provides support to the academically average so that they can be placed in more rigorous classes. It requires a 7:1 student-to-tutor ratio, and teaches students foundational strategies like note taking and organizational skills that help them thrive in all their classes, and even into college.

Bravo students come from all parts of Los ange- les and from diverse backgrounds. Implement- ing a support system that meets the individual needs of all students is key. one strategy is its Summer Bridge Program, designed for students who struggled during middle school. they are invited to the Bravo campus for one week be- fore the start of the school year to familiarize themselves with the school’s environment, mis- sion, and expectations. With their parents, they also can attend a six-Saturday program in which students receive assistance from a core group of faculty, while their parents work with counselors in academic workshops focusing on such topics as building a positive learning environment and how to read a student report card.

during the school day, tutors are scheduled to come into math and avId classrooms to work with students in small groups. Some of Bravo’s qualifed paraprofessionals stay after school and tutor students. In addition to after-school support, students identifed as below or far below basic on their california Standardized test (cSt) scores are invited to attend Saturday academic academies. on average, 150 students in grades 9–11 partici- pate, as well as any seniors who have not passed the california High School Exit Exam (caHSEE).

Building School Capacity

High-quality teachers are drawn to Bravo because of its reputation, strong professional culture, and the level of classroom autonomy. Its 72 members average 11 years of teaching experience. Five teach- ers hold doctorate degrees, three received national Board certifcation, and many hold master’s degrees. Professional development for science program staff is helped through Bravo’s partners in the medical world. teachers and staff from the uSc-HSc help develop teacher lesson plans and, through its StaR I Biomedical Research course, educates teachers in how to use computing and communi- cations technology to enhance student learning.

31

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

the partnerships Bravo has with its neighbor- ing medical and research institutes have been a crucial part of the school’s development and its access to resources and sustainability, beginning with its founding partner, the Los angeles coun- ty and university of Southern california Medi- cal center. thanks to the adopt-a-School agree- ment, Bravo students can take advantage of the center’s personnel and site resources, and partic- ipate in on-site experiences at the medical facili- ties. a key component of this partnership gives Bravo students a traditional, hands-on approach to learning in a health setting by way of train- ing programs coordinated in conjunction with the school’s volunteer requirements. to gradu- ate from Bravo, students must complete 40 hours of community service, and to receive credit, stu- dents must volunteer in a hospital setting.

Achievement and Outcomes

Bravo’s designation as a title I school in 1996 en- abled it to acquire additional resources to meet the diverse needs of its students.24 title I funds have been used over the years for such support as hiring extra teachers to reduce class sizes, pro-

viding students with specifc assistance through tutoring, counseling services, and extended learn- ing time through Saturday academies. as a result of the continued dedication of both the staff and students towards achieving success, Bravo has made signifcant gains in closing the achievement gap, particularly for the Hispanic and economi- cally disadvantaged subgroups. table 2 shows that the percentages of Bravo 10th- and 11th- graders scoring profcient and above on the 2007 state assessments for reading and mathematics were greater than the overall district achievement rates for those grade levels and, with the excep- tion of grade 10 mathematics, greater than the state achievement rates for those levels.

In 2005, Bravo was recognized as a title I distin- guished School for having risen above obstacles of poverty and showing exceptional student per- formance for two or more consecutive years. that same year, Bravo became one of the very few title I high schools that had surpassed the 800 academic Performance Index (aPI) target set by the state of california. (as part of california’s Public School Accountability Act of 1999, aPI measures the aca- demic performance and growth of schools.)

Table 2. Percentages of 10th- and 11th-Grade Students Scoring Profcient and Advanced on 2007 California Standards Test in Reading and Mathematics at Francisco Bravo Medical Magnet as Compared to Los Angeles Unifed School District and the State

Subject and Grade Bravo Los Angeles Unifed School District

State of California

Summative High School Mathematics Grade 10 46% 42% 65%

English Language Arts Grade 10 62% 23% 37%

Summative High School Mathematics Grade 11 52% 27% 44%

English Language Arts Grade 11 74% 30% 37%

Source: http://star.cde.ca.gov/star2007/viewreport.asp

32

Selected Characteristics of Magnet School and Host District a

Magnet School: G.W. Carver Magnet High School

Host District: Aldine Independent School District, Houston

Year Established as Magnet

Theme

Grades

Enrollment

Student Ethnicity

Special Education

Free or Reduced- price Lunch

English Language Learners

1995

Engineering, performing arts, and visual arts

9–12

938 students

37% Hispanic 53% African-American 7% White 2% Asian American

3%

58%

< 1%

b Population Type

Size

MSAP c Funded

Enrollment

Student Ethnicity (grades K–12)

Special Education

Free or Reduced- price Lunch

English Language Learners

Suburb; Large

111 square miles

FY1995–97; 2001–03

16,748 magnet out of 58,596 students

62% Hispanic 31% African-American 4% White 2% Asian American

9%

81%

28%

G.W. Carver Magnet High

School for Engineering,

Applied Technology, And the Arts

Houston

33

a Source: Texas Education Agency, 2006–07 Campus Performance, Academic Excellence

Indicator System, http://www.tea.state.tx.us b Source: U.S. Department of Education, National Center for Education Statistics’ Common

Core of Data for the school year 2005–06, http://www.nces.ed.gov/ccd/districtsearch c U.S. Department of Education’s Magnet Schools Assistance program

In the main hallway of carver High, students Houston, carver is part of the aldine Independent warm up for a dress rehearsal of the fall semes- School district (aISd). Like all of aldine’s magnet ter musical, an original production that includes a schools, carver has no selective admissions, and trampoline act, rope climbing, ballet pointe work, students are selected by a random lottery process. tap, and hip-hop routines. over in the school’s created in response to a mid-1990s court deseg- engineering wing, a student-led broadcast crew regation order, carver High was one of the frst in the tv production lab handles the technical four magnet schools in aldine. Establishing carver problems of putting on a news show, the dai- as the district’s pioneer magnet high school sig- ly morning broadcast that is piped through the naled a commitment to reducing minority-group Internet to all classrooms. across the hall, stu- isolation. the intent was to attract students from dents work in groups at computers to design and

the entire 111-square-mile system while provid- produce a plastic ruler that accurately measures

ing the local african-american community with both in 1/16-inch and one-millimeter increments.

a strong academic school option. carver’s en- their teacher has challenged them to use the few-

gineering, performing arts, and visual arts mag- est possible steps on the computer-aided design

net strands were favored by the community. For (cad) software. these examples illustrate the

many families, the engineering theme was a way rigor and project-based nature of carver’s innova- to provide their children with marketable skills for tive curriculum, which features three houses, or Houston’s job market in the oil and gas industries. magnet strands: Engineering (including applied the performing and visual arts were also popular technology), Performing arts, and visual arts. concepts among families, with two of aldine’s el-

Located in acres Homes, a well-established, histor- ementary magnet sites adopting this focus as well. ically african-american community in northwest combining the three themes at the high school

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

level was an intentional strategy for balancing dif- aligns with state and local standards for math- ferent academic interests and attracting a larger ematics and science, emphasizing physics. number of applicants to aldine’s west side.

In the House of Performing arts, students are district staff devised a feeder system in which el- coached in aspects of problem solving, explora- ementary and middle school magnets developed tion, and mastery of performance technique so that themes and programs aligned with carver’s. Stu- they may continue training at the college level or dents from the district’s feeders are guaranteed join a performing company upon graduation. the placement in the continuing magnet school within program—including vocal, piano, guitar, orches- the strand as long as they sign intent-to-return let- tra, theater, and dance—requires students to gain ters each year. carver has gained a local reputa- broad exposure to a variety of genres. For exam- tion as the most popular, successfully integrated, ple, a guitar player may pursue a personal interest and high-performing high school in aldine. in rock music, but also must learn to sight-read

and play classical guitar. Emphasis is placed on individual growth as measured through frequent

Mission and Curriculum performance opportunities. Students receive im- mediate feedback on their technique, participation,

carver’s mission is to provide students with the enthusiasm, and ability to work collaboratively. rigorous academic foundation and individualized support that enables them to develop their tal- Students in the House of visual arts are guided ents and interests in one of the magnet program’s by master teachers who provide studio experi- three houses or specialty areas. the small-group, ence in areas of design, drawing, painting, print- intensive, project-based learning that occurs in making, photography, sculpture, and electronic these specialty areas nurtures a small school at- media. as they rotate through the different ar- mosphere that helps staff meet carver’s mission. eas, students build personal portfolios that refect the houses have created strong academic pro- qualifying entry work for college-level arts pro- grams that stand alone, but staff at carver also grams. the curriculum is anchored by real-world work across the houses to promote content inte- connections: feld trips to museums, galleries, and gration whenever possible. art schools; opportunities for student work to be

exhibited in professional venues; guest artists and the House of Engineering is guided by the frame- speakers from art colleges around the nation. work of Project Lead the Way (PLtW), a program sponsored by the texas Education agency (tEa). at carver, as in most real-world workplaces and Its hands-on, project-based curriculum requires colleges, there are no bells signaling the begin- students to work in teams to solve real-world ning and end of classes. Students travel from class problems in ways that simulate global industry to class listening to classical music through the standards. the tasks and feedback for these as- visual Bell alert System that promotes a positive signments are authentic. one team of carver stu- school climate with an air of professionalism and dents took on a public safety issue when Harris independence. county’s new light-rail system resulted in numer- ous incidents of trains hitting pedestrians. the students invented pop-up warning lights for pe- Ensuring Student Success destrians, a solution the county’s public transit agency known as MEtRo liked and eventually a key aspect of carver’s success is the careful adopted. carver’s engineering curriculum closely planning and support provided by the district’s

34

magnet offce. administrators were forward think- ing in developing vertical strands for magnet stu- dents to continue their course of study throughout the aldine system, eventually feeding into carver High and Eisenhower High (for its International Baccalaureate program). currently, carver’s ninth-grade class is made up of 249 students, 224 of whom have come up directly through aldine’s feeder middle schools, drew academy and Gran- tham academy. the vertical strands are working to keep students in integrated and high-perform- ing schools throughout their careers. as Melinda Stapley, aldine’s director of magnet schools, says, “data show that once they’re in [the magnet pro- gram], they stay.” and in a district with an average mobility rate of 80 percent, the dedicated mag- net program is an important strategy for keeping more consistent school communities that are tied to student success.

carver’s principal, Ken Hodgkinson, believes that the school’s magnet themes provide the neces- sary hook that helps staff support students of all backgrounds to meet challenging academic stan- dards. “the kids really love this school,” he says. “they love the programs, and so they buy into the education we provide.” carver staff leverage this desire to motivate, engage, and push students to meet success in the classroom: “We make sure that if they want to be here, they are not going to be left behind.”

Students are well aware of the don’t-pass-don’t- perform policy that requires a minimum of 70 in every class. “If some of our members aren’t passing, then we can’t get on that stage,” says one senior. “and for us performers, getting up on stage is what we live for, so then we tell our- selves, ‘okay, we have to get our act together.’” “We have a lot more freedom than students in other schools,” says one student. “Students here are treated like adults.”

In the classroom, teachers regularly provide tu- torials before and after school, and give out their

phone numbers so that students can get help on assignments from home. Resource teachers are used strategically in classrooms to support stu- dents with various skill levels to access course content. an individualized, self-paced, computer- assisted credit recovery program also is provided to students who have not mastered course materi- als. throughout the school year, students identi- fed as needing additional support are assigned to mandatory after-school tutoring, with a com- puterized system providing last period teachers with the list of students to remind them to attend the tutoring session. Parents agree that these sup- ports provide a strong safety net for carver stu- dents. as one mother told her daughter, “there is no reason you can’t succeed here. You have no excuse not to be successful.”

Building School Capacity

Ken Hodgkinson, carver Magnet’s fourth princi- pal, is a product of aldine’s home-grown school leadership program; the district has focused re- cruitment efforts to attract educators from all over the country and then nurtures school lead- ers from a talented staff with a broad range of experience. Hodgkinson, who had worked as both an assistant principal and principal at one of aldine’s magnet feeder schools, also spent 13 years managing Fortune 500 companies and brought a wealth of business experience to de- signing systems for improving staff communica- tion. “I work for everybody,” says Hodgkinson, “and I try to challenge everyone to be on the cut- ting edge. I try to create excitement by holding a vision of where we want to go with the program. and then I try to remove the barriers for staff so that they can actually succeed.”

a key ingredient for building a successful staff culture, he believes, is creating an infrastructure for communication across teams and throughout the building. He created an intranet for carver staff, centralizing important information, such as

35

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

a shared academic calendar, discipline referrals, and discussion groups. the idea is to develop a paperless environment where staff can access in- formation online when they need it, streamlining communication and information fow to support more effective actions.

Hodgkinson’s goal is to integrate more of the spe- cialized houses’ project-based curricula into core courses, where he believes some teachers rely too much on lecture as a method of instruction. He points to the successes with cooperative learn- ing and the emphasis on critical-thinking skills that he sees throughout the school as a way to ensure more consistent application of such prac- tices. a parallel goal is to increase the number of advanced Placement (aP) courses at carver, with the hope that by 2010, all students are tak- ing at least one aP course. as the school moves towards increasing the rigor while still holding to a no-admissions requirement policy, the next step naturally is tied to supporting all students to access college-level courses.

Achievement and Outcomes

today, aldine is recognized for its exemplary magnet schools program, hosting district lead- ers from all over the country who are looking to implement or expand similar programs. In 2007, carver was selected as one of the nation’s top high schools by U.S. News and World Report, and in 2005, its engineering team won second place in an international competition sponsored by naSa, after beating out teams from highly se- lective private schools to win the united States championship.

carver has shown consistently high performance on standardized tests, outperforming average district and state scores while serving similar de- mographic populations. table 3 shows that the percentages of 11th-grade carver students who passed the standard on the 2007 state reading and mathematics assessments were higher than those of students districtwide and statewide.

Table 3. Percentages of 11th-Grade Students Who Passed the 2007 Texas Assessment of Knowledge and Skills Test in Reading and Mathematics at G.W. Carver Magnet High School as Compared to the District and the State

Subject Carver Aldine Independent School District

State of Texas

Reading/English Language Arts 96% 93% 91%

Mathematics 91% 85% 81%

Source: Texas Education Agency, 2006–07 Campus Performance, Academic Excellence Indicator System (AEIS), http://www.tea.state.tx.us

36

Selected Characteristics of Magnet School and Host District a

Magnet School: Chattanooga School for the Arts and Sciences

Host District: Hamilton County, Tenn.

Year Established as Magnet

Theme

Grades

Enrollment

Student Ethnicity

Special Education

Free or Reduced- price Lunch

English Language Learners

1986

Paideiac

K–12

1,058 (grades K–12) 470 (grades 9–12)

2% Hispanic 40% African-American 56% White 3% Asian American

10%

23%

0%

b Population Type

Size

MSAP d Funded

Enrollment

Student Ethnicity e

Special Education

Free or Reduced- price Lunch e

English Language Learners e

Mid-sized City

542 square miles

FY 1998–2006

12,370 magnet out of 40,800 students

3% Hispanic 34% African-American 60% White 2% Asian American

16%

50%

1%

Chattanooga School for

The Arts and Sciences

Hamilton County, Tenn.

a Socratic seminar on the “anatomical drawings developed by the philosopher Mortimer adler in of Leonardo da vinci” engages students in ques- The Paideia Proposal (Paideia), frst published in tions and discussion about six sketches and a writ- 1982. a parallel goal was to design an alterna- ten article. the teacher notes who raises topics tive for this community that had a long-standing and who makes specifc references to the text that tradition of racially segregated public schools contribute to the discussion. throughout the 90- and private schooling for the affuent. Jack Mur- minute seminar, students make connections be- rah, president of the Lyndhurst Foundation, a lo- tween mechanical principles and the human body, cal philanthropy, had read Paideia and believed identifying da vinci’s purpose in producing the in its philosophy of setting a high standard for sketches and evaluating how well he succeeded. children from all backgrounds. He drew together unlike traditional whole-class discussions where civic leaders, parents, and members of the busi- the teacher felds and directs the conversation, ness community to discuss Paideia and eventually students in seminar speak to one another, pose lobbied the chattanooga Public Schools Board of questions, and focus on citing the text to substan- Education to create a new middle school magnet, tiate their opinions as they analyze why anatomi- initially serving grades 5–8, to execute his vision. cal sketches are important to the study of anatomy and p hysiology. chattanooga School for the arts cSaS was established as a magnet in 1986, the and Sciences (cSaS) was founded to realize the same year that a desegregation lawsuit from 1960 principles of democratic liberal arts education as against the district was dissolved. ten years later,

37

a Source: 2007 CSAS Report Card, Tennessee Department of Education,

http://www.tennessee.gov/education b Source: U.S. Department of Education, National Center for Education Statistics’ Common Core of

Data for the school year 2005–06, http://www.nces.ed.gov/ccd/districtsearch c Based on the curriculum ideas of the American philosopher and educator Mortimer J. Adler, the

Paideia model combines didactic instruction of factual information, intellectual coaching of skills,

and seminar discussion of ideas, concepts, and values. Further information can be found at the Na-

tional Paideia Center Web site: http://www.paideia.org d U.S. Department of Education’s Magnet Schools Assistance program e Source: http://www.schoolmatters.com

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

cSaS became part of the Hamilton county district cSaS classrooms integrate the three types of when chattanooga deeded its urban, predomi- instruction that distinguish the Paideia model: nantly african-american schools to the more af- didactic (lecture), coaching (skills development

fuent, white, suburban county. the creation of in small groups), and seminar (whole group dis-

new magnet schools became a primary tool for cussion and questioning). teachers try to make

reducing minority-group isolation in the county, no more than 20 percent of the instruction didac-

with a total of 16 more magnet schools developed tic so that students are actively engaged in their

from 1998 to 2001. as Hamilton county’s pioneer learning through small groups and seminars for at least 80 percent of the time. the third type magnet, cSaS continues to be one of the most of instruction, Socratic seminar, is an essential racially integrated schools in the system. cSaS part of what makes cSaS’s curriculum distinctive. currently serves grades K–12, but remains small, these seminars are explorations of written texts with 470 students in grades 9–12. Recognized na- or products of human art for the purpose of ex-tionally as a model Paideia school, and with the ploring complex issues and ideas. vast majority (consistently 95 percent or higher)

of its graduates continuing on to postsecondary the cSaS academic year is divided into two

education, cSaS has demonstrated that a college block-scheduled terms. Each term, students

preparatory, liberal arts education can bring out complete four courses, one of which may be an

the highest potential of any student who comes elective or community service. the high school

through its doors. program also requires two distinct exhibitions of student mastery, known as the Scholar’s Journey

Mission and Curriculum and the Senior Project. to provide evidence of a student’s readiness for promotion to 11th grade, the Scholar’s Journey includes a working portfolio

the Paideia philosophy, the school’s magnet documenting ninth- and 10th-grade course work,

theme, articulates a broad goal of making a rig- a fnal portfolio of revised and exemplary work,

orous curriculum accessible to students from all and a roundtable presentation of the portfolio that

backgrounds, empowering each to be a lifelong includes a personal essay and refection on learn-

learner. “We don’t say only some kids are capa- ing. the Senior Project is a chance for students

ble of doing high-level work, and we don’t track to demonstrate that they are independent learners

kids,” explains Steve Ball, principal of cSaS. who have mastered the skills and habits needed for managing work and following academic areas

academics are clearly the focus, with graduation of interest. to graduate, students must complete

requirements closely meeting or exceeding the en- this exit project, which includes a 10–12-page

trance requirements of highly selective colleges. research paper, documented time spent with an

For example, every student takes either French or expert in the student’s chosen feld, 30 hours of

Spanish starting in kindergarten and continuing related community service, the creation of a tangi- through senior year. advanced science electives ble product, and two culminating presentations. in geology, physiology, chemistry, and physics are offered in addition to the four years of man- continuous improvement is a large part of the datory lab science. the program aims to develop school culture, refecting a vision of educa- well-rounded and intellectually curious students. tion as a process of ongoing learning. While cSaS offers 20 electives in the visual and per- students are celebrated for achievements and forming arts, and the school has well-established accomplishments, they also receive a con- band, strings, choir, and theater programs. sistent message that they can always make

38

improvements. one senior recalls a French class in which he had a 100 percent average, “and at my conference the teacher told my parents that I could do more, that I could work harder to improve my skills.”

Ensuring Student Success

the same core curriculum is required of all stu- dents, though each may move through the pro- gression at his or her own pace. there is no tracking, no class ranking, and no advanced placement classes. Because students are accept- ed on a frst-come, frst-serve basis and there are no admissions criteria, emphasis is placed on supporting students to meet high expectations. at cSaS, “we believe that the best education for the best kids is the best education for all,” says principal Steve Ball.

From strategic college counseling to award cere- monies that recognize students who have earned college scholarships, cSaS staff ensure that there are ample reminders and support for all students to think about college. Few college preparatory activities are optional: all juniors are required to participate in a week of college trips; all 10th- graders take PLan, a preliminary assessment for the act college entrance exam; all juniors and most sophomores take the Preliminary Scholastic aptitude test (PSat) along with any freshmen who have completed algebra I. and the hallways are lined with college banners representing the different postsecondary institutions cSaS gradu- ates have attended. college is a clear and consis- tent message communicated to students.

In addition to personalized attention that comes from small class sizes (typically 18–23 students) and small group instruction, students can ac- cess additional academic support services. cSaS teachers are paid to work with identifed students in mandatory before- and after-school sessions, providing homework help and teaching literacy

strategies. on a voluntary basis, students also can receive tutoring through the academic coaching department.

Building School Capacity

cSaS boasts an accomplished staff: of the 47 secondary school faculty and professional staff members, 80 percent hold advanced degrees. the Socratic seminar plays an essential role in adult learning for cSaS’s faculty as it does for student learning. all faculty meet in grade-level teams on tuesdays to plan for the next day’s Socratic seminar with students. they plan preparation activities, discuss scaffolding strategies to help students access diffcult texts, and design assess- ments. In this way, teachers across the disciplines collaborate on improving seminar instruction. a signifcant amount of professional development occurs in monthly Quality circles, where small groups of teachers with common prep periods meet to collaborate and discuss instruction. Staff recently looked at the school’s grading policy to address issues of equity, for example. through ongoing, small group discussions like these, fac- ulty work to create policies and safety nets that provide for more equitable outcomes for their struggling students.

cSaS has garnered strong community involve- ment with its service-learning component. to graduate from cSaS, a student must have com- pleted 100 hours of community service, and for the Senior Project, each student must incorporate 30 hours of real-world service. this translates into students working in the community, alongside professionals, conducting expert interviews and volunteering their time in the feld.

a team of college counselors engages a number of regional colleges and universities by making frequent contact, helping educate admissions off- cers regarding the unique attributes of cSaS (e.g., no ranking of students), and preparing students

39

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

to make good impressions. according to many of the parents, having an open enrollment pro- cess that demands additional family commitment and support for the unique program is critical to the school’s success. as part of the application process to all magnets, parents must commit to a minimum of 18 volunteer hours. In 2006, cSaS parents dedicated more than 28,000 hours within the school. Parents also are required to partici- pate in at least two parent-teacher conferences per year. these requirements help create buy-in to the school program.

Achievement and Outcomes

For over 20 years, cSaS has sustained an innova- tive model of education that has proven successful in terms of integration and student achievement. the success of cSaS as part of the chattanooga Public Schools led the way for the city system to create fve more Paideia schools in the years

following cSaS’s opening in 1986. the school currently has a waitlist of 1,100 students (100 at each grade level) and has attracted families from every zone in the county, including families who had previously sent their children to elite private schools. In 2006–07, 97 percent of cSaS students were accepted to two- or four-year colleges, with 81 percent going on to four-year colleges.

cSaS’s principal, Steve Ball, recalls hearing from professors of neighboring the university of ten- nessee at chattanooga that they notice right away which of their students are cSaS graduates: “they aren’t afraid of hard work, they don’t get intimi- dated by large assignmentss, and they embrace debate and intellectual disagreement.”

as table 4 shows, a greater percentage of grades 9–12 cSaS students scored profcient and advanced on the 2007 state reading and mathematics assessments than did students in the district and state.

Table 4. Percentages of Ninth- through 12th-Grade Students Who Scored Profcient and Advanced on 2007 State Assessments in Reading and Mathematics at Chattanooga School for the Arts and Sciences as Compared To Hamilton County and the State

Subject CSAS Hamilton County School District

State of Tennessee

Reading/Language Plus Writing 98% 92% 91%

Mathematics 97% 76% 85%

Source: Tennessee Department of Education Report Card NCLB (AYP) 2007, Hamilton County, http://www.state.tn.us/education

4040

Selected Characteristics of Magnet School and Host District a

Magnet School: Design and Architecture Senior High School

Host District: Miami-Dade County Public Schools

Year Established as Magnet

Theme

Grades

Enrollment

Student Ethnicity 2006–07

Special Education

Free or Reduced- price Lunch

English Language Learners

1990

Visual arts and design: architecture; interior, industrial, and fashion design; entertainment technology; visual communications

9–12

479 students

52% Hispanic 16% African-American 28% White 3% Asian American 1.5% Multiracial

4%

36%

< 1%

Population Type

Size

MSAP b Funded

Enrollment c

Student Ethnicity c

2006–07

Special Education

Free or Reduced- price Lunch

English Language Learners

Minority/urban

2,000 square miles

1991–2007

27 magnet high schools out of 77 high schools in dis- trict; 13,509 students in magnet high schools out of 108,462 stu- dents in grades 9–12 in 2006–07

61% Hispanic 27.9% African-American 9.9% White 1.1% Asian American 1% Multiracial

12%

61.2%

16%

Design and Architecture Senior High

School Miami

the buzz of excitement is palpable in the indus- principal Stacey Mancuso says, “there isn’t a trial design room at design and architecture Se- student here who isn’t driven.” they discover that

nior High School (daSH). Students have just re- “you don’t have to be a starving artist to pursue a

ceived printed glossy cards showing their entries career in the arts.”

in a chair design contest cosponsored by dacra daSH was founded in 1990 through Miami-dade

development, a Miami real estate and restoration county Public School’s Saturn School Initiative, an

frm, and the HSBc bank in Switzerland. From effort to create leading-edge teaching and learning

their 48 designs, 11 fnalists were culled, and fve models throughout the school district. It is an ex-

were chosen and manufactured as prototypes. emplar of a career-focused high school program,

tomorrow, the winners’ prototypes will arrive, the frst in the district to focus on design careers just in time for the annual Miami art Basel Festi- in the arts. daSH combines a rigorous academic val. the students’ high-caliber work shows how program with specialized design training. Located daSH, ranked by U.S. News and World Report on a three-acre campus in the heart of Miami’s in 2007 as the nation’s eighth best high school, recently revitalized design neighborhood, daSH encourages innovation and creativity through in- serves students from the entire Miami-dade county terdisciplinary, project-based learning. as daSH area. In the 2007–08 school year, it enrolled 479

41

a Source: DASH 2006–07, http://www.greatschools.net b U.S. Department of Education’s Magnet Schools Assistance program c Source: Miami-Dade County School District student demographics 2006,

http://www.schoolmatters.com

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

students in grades 9–12, more than two-thirds of college preparatory classes are rigorous. In each of them from minority backgrounds. according to the fve design strands, students complete required the college Board, daSH is an international lead- course work from fve curriculum areas: technical er in advanced Placement (aP) exam participa- skills; fundamentals and historical perspectives; ad- tion and performance with the largest number of vanced techniques and applications; business es- african-american and Hispanic students scoring 3 sentials in design and marketing; and core studies. or higher on the aP Studio art exam.25 the curriculum requires that all juniors and seniors

take aP portfolio courses, creating a digital port- folio of their art and design products for college

Mission and Curriculum applications, local and national competitions, and college admissions offces. In addition, their rigor-

Founding principal Jacqueline Hinchey-Sipes ous liberal arts requirements include: social stud- coined the daSH motto “Education by design” ies, world history, american history, government, that is articulated in the faculty handbook: “our and economics courses offered at regular, honors, vision is to educate talented students to become or aP levels. Mathematics courses are aligned to confdent and critical thinkers through interdisci- prepare students for college from basic algebra plinary challenges in the visual arts in preparation through aP calculus. technology is integrated into for college and a career in the design world.” the courses with cad (computer-aided design), multi- school’s curriculum features fve strands: architec- media, Web design, digital photography, and basic ture/Interior design, Fashion design, Entertain- applications. three languages (Spanish, French, ment technology, Industrial design, and visual and German) are offered, and students can take communications/Web design, combined with the college requirement of two years, or extend rigorous liberal arts courses. admission to daSH to four years in a language. Every day there are is selective. Students must complete an applica- 30 minutes of sustained silent reading in all class- tion that includes a portfolio of ten art works, a rooms simultaneously. sketchbook of drawings, and an audition on cam- pus in which they are asked to complete several at daSH, teaching strategies are often interdis- drawings in charcoal, pencil, and ink, take a short ciplinary and teachers incorporate seminars, stu- tour of the school, and have an interview with a dios and workshops, and self-directed study for daSH teacher. the highly coveted spots result in students. through courses and projects, students a school with low attrition. Students work hard to are shown the connections between their class get there and even harder to stay. activities and assignments and the jobs and proj-

ects that professionals undertake in the design the college preparatory curriculum exceeds state felds. From the outset, students are shown the and district requirements for high school gradu- connections between school learning and real- ation. Students take eight classes, completing 32 world applications in art careers. credits for graduation, eight more credits than the state requirement for graduation. academic class Students are encouraged to work on community periods run for 100 minutes, with classes meet- projects. In 2005, when Hurricane Wilma blew ing either tuesday and thursday or Monday and down an observatory tower in Everglades national Wednesday, as well as every other Friday. the Park, daSH architecture students were invited to school day is extended by an hour, running from design a replacement structure for the observatory 7:40 a.m. to 3:35 p.m. with eight periods. the tower. Each student drafted plans and submitted school’s curriculum also exceeds state requirements them to a local architectural frm for review. In a in terms of its content. Both the art design and graphics class, students created a virtual gallery

42

for a 400-foot-long white corridor at the Miami airport that remained on display for three years. airport offcials have asked daSH students to cre- ate a new installation for another concourse.

Internships with practicing artists and design- ers introduce students to landscape architecture, what it is like to work in a gallery or museum, develop art in public places, and assist in a vari- ety of design businesses. to participate, seniors must have a 3.0 grade point average, parental consent, an excellent school attendance and con- duct record, and access to transportation. often, students work with daSH alumni who are profes- sional artists in the feld. In 2007–08, out of 120 seniors, 75 were participating in internships.

Ensuring Student Success

to prepare students to meet their high standards, daSH teachers provide intensive study courses and specialized tutoring in mathematics, reading, and science for students who require additional help. teachers use annual and interim test results to re- structure efforts in the classroom and to analyze which students need additional tutoring and aca- demic support. online data of interim testing results help teachers to identify specifc skills that targeted students need to work on. teachers also analyze student Sat scores and results from the Florida comprehensive assessment test (Fcat) to identify those areas where they need additional work. For example, if testing shows that students are strug- gling with graphing, the teachers will create a set of activities to reinforce the fundamental concepts.

teachers provide lunchtime tutoring, and junior and senior students also will tutor freshmen and sophomores. the school offers a Saturday pro- gram for students with low Fcat scores or those who have been recommended by teachers as needing additional support. Grade-level teams of teachers meet on tuesdays, keeping an eye on particular students who need assistance. “We talk

in a positive manner and try to work to students’ strengths,” says one teacher. “If a student is not doing well, we ask, ‘How do we help? What’s the home situation? How is he doing in your class?’ Someone will take on a mentor role, and often we arrange for parent conferences during our team meeting time.”

daSH helps its diverse student population achieve at high levels so they can continue their education in universities and art schools. the graduation rate typically varies between 98–100 percent. In 2007, 138 daSH students took dual-enrollment courses at local universities, enriching their high school experience and preparing them for college. In 2007, seniors were offered a total of $9.6 million in merit scholarships. With a diverse faculty and student body representing 37 different countries, including Guatemala, dominican Republic, chile, argentina, Morocco, cuba, and Pakistan, many students will be the frst person in their family to attend college. as principal Mancuso says, “daSH is providing school choice for kids who might not ft in at other schools. they are super artsy and bright and a real mix of kids.”

Building School Capacity

With two administrators, 33 full-time classroom teachers, eight resources specialists, 20 support staff, and seven adjunct teachers, there is constant activity at daSH. Principal Mancuso is also a pro- fessional painter and sculptor, and teaches a class at daSH. the school has had its share of grow- ing pains. currently in her ninth year, Mancuso explained that when she frst arrived at daSH, “It was second best. there were many adjunct faculty who were very creative, collaborative, and engaging teachers. But as part-time faculty, they simply weren’t around enough for the students.” So she encouraged strong adjunct faculty mem- bers to pursue their teaching credentials and be- come full-time staff. “all of our program teachers are from industry. they are not education majors.

43

Subject DASH Miami-Dade District State of Florida

Reading 75% 27% 34%

Mathematics 96% 57% 65%

Writing 100% 42% 79%

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

the industrial design teacher designed the sun- Achievement and Outcomes glasses on her head. the architecture teacher is still a registered architect. Florida gives teachers daSH has made adequate yearly progress (aYP) three years to complete their credentials. tom for the past fve years in a district that has not. Pike, the flm instructor, did his online in six and it has the highest writing scores in the district, months.” So now, the industrial design instruc-

outperforming 56 of the 57 district high schools. tor has changed from teaching two courses as an

the school is known for its consistent high per- adjunct to teaching six courses full-time.

formance on testing. daSH qualifed for the sixth consecutive year as an “a School” in Florida’s a+ When principal Mancuso arrived at daSH, she

made several changes to the program to increase Plan for Education, the state’s school accountability

the level of rigor by expanding the aP and hon- program, which grades each school’s performance

ors programs, making aP Studio a mandatory according to such factors as student achievement, course for all juniors and seniors. She increased dropout rates, and college readiness. the number of class sections required for the ar- chitecture strand, expanded the faculty, hired a the school has received many other accolades

ffth math teacher to decrease class size in math- and recognition for its arts and academic achieve- ematics, lengthened the school day by an hour, ments. In 2007, daSH was honored by the u.S. and raised the graduation requirements. department of Education’s national Blue Ribbon

School program, designed to recognize schools as the district and state mandates for accountabil-

that demonstrate academic excellence. the class ity have increased, daSH made adjustments ac-

of 2007 exemplifes the school’s high academic cordingly. In 2007, the faculty was composed of

achievement: 87 percent enrolled in four-year certifed Miami-dade county Public School teach-

colleges, 13 percent enrolled in two-year colleg- ers, professional designers, and college instruc-

es, and 73 percent are majoring in architecture, tors, with 36 percent of the teachers having mas- art, and design programs. as table 5 shows, the ter’s degrees, and 22 percent having specialist or

doctoral degrees. More than half of the teachers percentages of 10th-grade daSH students who

are trained in the specialized reading instruction scored profcient or above on the 2007 reading,

Project cRISS (creating Independence through mathematics, and writing assessments exceeded Student owned Strategies). district and state achievement rates.

Table 5. Percentages of 10th-Grade Students Scoring Profcient and Above On 2007 State Assessments at Design and Architecture Senior High (DASH) as Compared to the District and the State

Source: Florida’s Comprehensive Assessment Test (FCAT), http://fcat.fdoe.org

444444

Selected Characteristics of Magnet School and Host District a

Magnet School: Galileo Magnet High School

Host District: Danville Public Schools (DPS)

Year Established as Magnet

Theme

Grades

Enrollment

Student Ethnicity

Special Education d

Free or Reduced- price Lunch d

English Language Learners d

2002

International Bacca- laureate Programme, air and space / networking / biotech- nology

9–12

250 students

2% Hispanic 33% African-American 60% White 2% Asian American

8.4%

31%

2.4%

Population Type

Size

MSAP b Funded

Enrollment c

Student Ethnicity (grades K–5)

Special Education

Free or Reduced- price Lunch

English Language Learners

Mid-size City

111 square miles

Funded: In 2001, DPS received a three- year grant totaling $8 million for four magnet schools

Total enrollment is 6,725

1.6% Hispanic 68.5% African-American 28.3% White 1% Asian American

4.3%

65.8%

1.2%

Galileo Magnet High School

Danville, Va.

a former department store may seem a surpris- danville, where Galileo is located, is in the midst ing place to fnd students learning advanced of an economic redevelopment, and Galileo is

technology and communication skills through actively working with the city to help attract busi-

rigorous, real-life applications. But at Galileo nesses and families to the area. From the 1920s through the 1960s, danville was known for its Magnet High School (Galileo), advanced aca- textile and tobacco industries. as those local demics and cutting-edge technology are the economies declined, many businesses shut down school’s defning qualities. In an advanced or left the area. In response, education, business, application of Biotechnology course, a mixed- and city leaders began collaborating to fgure out

grade class of 10th- through 12th-graders work how to develop a local workforce that would be

in pairs in a state-of-the-art laboratory. they skilled for white-collar, not just blue-collar work.

are practicing using an enzyme-linked immu- they decided on networking, biotechnology, and

nosorbent assay (ELISa) test to detect diseases air and space as three areas of study that a school

in blood. the test indicates the presence of an- should focus on to equip students with necessary tibodies in the bloodstream. Lining the walls of skills for the future. the classroom are posters of student projects on such subjects as “arboviruses,” “Protein a,” and danville Public Schools (dPS), virginia tech (vt), “Staphylococcus aureas.” and naSa leaders jointly wrote an application

45

a Source: Virginia State Department of Education Reports 2007, Galileo Magnet,

https://p1pe.doe.virginia.gov/reportcard b U.S. Department of Education’s Magnet Schools Assistance program c Danville Public Schools does not report magnet enrollment, therefore, only the total enrollment is reported. d Source: All data self-reported by school or district for school year 2007–08

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

to the federal Magnet Schools assistance pro- mal systems, molecular biology, and forensics. gram (MSaP), resulting in $8 million for four an air and Space strand is for students interested schools, the largest MSaP grant given in the in becoming scientists, engineers, technologists, country that year. Galileo received $2.5 million. and technicians. It offers classes in astronomy, as one indicator of its success, the school’s rig- principles of fight, aerodynamics, and systems orous and innovative curriculum design earned design. and for students drawn to information Galileo full state accreditation in its frst year of technology careers—needed today in profes- operation. the school opened in the fall of 2002 sions from education to health care, business and curr ently serves 250 ninth- through 12th- and industry, and from aerospace to forensics— grade students. an advanced communications and networking

strand offers classes in computer technology, computer science, Web-based systems, and net-

Mission and Curriculum working technologies.

Galileo’s stated mission is to provide for “all stu- Each strand consists of four courses that stu- dents a balanced, diverse, and challenging educa- dents can complete at any point in their Galileo tional experience that emphasizes individual re- career. Students can complete one strand, mul- sponsibility in a global society” and that develops tiple strands, or sample classes from each strand. “the skills needed to enter the workforce of the If a student does complete all four courses from 21st century.” the school offers an Internation- a strand, that student receives a commendation al Baccalaureate diploma Programme (IB) and on his or her high school diploma. the courses three technology-based strands of study: air and in these three strands, with their emphasis on space, biotechnology, and advanced communica- technology, academic rigor, and hands-on learn- tions and networking. ing, exceed the state’s standards for science and

mathematics. the IB offerings include a Middle Years Program for ninth- and 10th-grade students and a diploma Programme for 10th- and 11th-graders. all ninth- Ensuring Student Success and 10th-graders are automatically placed in the Middle Years Program. Students who choose “technology allows you to take your students to advance into the diploma Programme must other places,” says Galileo’s former principal, meet certain course requirements, carry out com- Bill Lawrence. Each classroom has laptops and munity service, and complete a personal proj- a wireless network for accessing the Internet. ect. the assessment of students’ work in the IB SMaRt boards (interactive whiteboards) can diploma Programme is largely external, holding be found in every classroom. Each morning, students to a competitive standard. at the end of school announcements are made using this each class, students take examinations that are technological medium that also, in the words assessed by outside examiners affliated with the of one 10th-grader, “plays a big part in making IB Programme. classes interactive.”

Galileo also offers three technology-focused the school’s IB director has noticed that many strands of study. the Biotechnology strand— students remark on how they entered the school geared toward students interested in research, completely focused on one of the three ma- medicine, technology, science, and business— jor strands but, because IB requires such varied offers classes in dna technology, plant and ani- classes and introduces many perspectives on

46

knowledge, they have become well rounded. Galileo also expands students’ perspectives on life after high school. teachers and administra- tors place a high value on going to college. the school’s graduation takes place not on campus, but at nearby averett university, signaling the importance and expectations of college. Many of Galileo’s graduates are the frst in their families to attend college.

While still in high school, some Galileo students enroll in classes concurrently at a local college or university, giving them a frsthand look at the rigors of college-level work and the culture of a college campus. Galileo students enroll in engi- neering classes offered through virginia tech and its Institute for advanced Learning and Research.

“the small school size lends itself to success,” remarks assistant superintendent tyrell. “this is more of a personalized institution” where teach- ers know virtually all of the students by name, and students cannot fall through the cracks. teachers go the extra mile for students and offer tutorial sessions before and after school. But high expec- tations remain constant. there are no remedial classes offered at Galileo, and students are ex- pected to take the initiative and get extra tutoring in school if needed, study hard, ask questions, and pass classes.

Building School Capacity

Magnet director diane Locker calls Galileo “a nontraditional high school in a city that has tra- ditional high schools.” Galileo does not offer a comprehensive athletics, music, or arts program, for example. “Getting this school accepted in such a traditional city” was diffcult, recalls Locker. But the community has become very supportive as the school has produced excellent results.

the relationship between the host district (dPS) and Galileo is strong and highly collaborative.

Galileo is seen as the fagship school of the dis- trict and one of the reasons why many families and companies are moving to the area. dPS helps support the school in many ways—through pro- fessional development, funding graduate oppor- tunities for school staff, and supporting outside partnerships. dPS also gives a lot of autonomy to the school as it makes hiring decisions.

the school has several key partnerships that im- pact its curriculum, improve its instruction, and attract more students and families to the school. one partner is the virginia Bioinformatics Insti- tute at virginia tech university, which provided funding to help develop some of the curriculum in the Biotechnology strand. another partner is the naSa Langley Research center, whose staff helped write the original magnet grant proposal and helped develop the curriculum for Galileo’s air and Space strand. Langley has provided Gali- leo teachers with two-week training programs on how to use and integrate technologies in the classroom and across grade levels.

Achievement and Outcomes

on each of the state’s 11 Standards of Learning (SoL) assessments, Galileo has outperformed both the district and the state. the school has made adequate yearly progress (aYP) for the last four years. Galileo boasts a high school graduation rate of 95 percent. For the class of 2007, 57 percent of Galileo’s graduates went on to a four-year college, 38 percent to a two-year college, with the remaining 5 percent joining the military.

With such strong results, the school is gain- ing wide recognition including a citation in the 2007 U.S. News and World Report on “america’s Best High Schools.” the success of Galileo has helped change the climate of the city. When new industries visit danville to consider locat- ing in the area, city leaders always include a

47

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

visit to the school to show off Galileo’s rigor- ous high-tech program and thriving students. table 6 compares the percentages of Galileo students who scored profcient pass rates on

the 2007 Standards of Learning (SoLs) state as- sessments with district and state achievement rates. In all subjects, Galileo exceeded district and state rates.

Table 6. Percentages of Students Scoring Profcient in Reading, Writing, and Mathematics Subjects on 2007 State Assessments at Galileo Magnet High School as Compared to Danville Public Schools and the State

Subject Galileo Danville Public Schools State of Virginia

English: Reading 98% 90% 94%

English: Writing 96% 92% 92%

Algebra I 98% 88% 92%

Geometry 100% 73% 86%

Algebra II 95% 78% 88%

Source: Virginia State Department of Education Reports 2007, Galileo Magnet, https://p1pe.doe.virginia.gov/reportcard

4848

Selected Characteristics of Magnet School and Host District a

Magnet School: Metropolitan Learning Center Host District: Capitol Region Education Council (CREC), interdistrict magnet

Year Established as Magnet

Theme

Grades

Enrollment

Student Ethnicity

Special Education

Free or Reduced- price Lunch

English Language Learners

1998

Global international education

6–12

681 students

9.8% Hispanic 61.5% African-American

24.7% White 3.8% Asian American

7%

35%

< 1%

Population Type

Size

MSAP b Funded

Enrollment c

Student Ethnicity (grades 9–12)c

Special Education c

Free or Reduced- price Lunch c

English Language Learners c

Urban and Suburban

543 square miles (greater Hartford com- munities

Funded: 1998 (1.2M over three years)

1,117 magnet out of 1,313 grades 9–12 students (2007)

14.5% Hispanic 30% African-American 52.5% White 3% Asian American

10.8%

22.9%

3.4%

Metropolitan Learning

Center Bloomfeld, Conn.

In 2003, at the outset of the Iraq war, a class of 17 sophomores at Metropolitan Learning center (MLc) in Bloomfeld, conn., participated in vid- eoconference exchanges with a group of 21 stu- dents nearly 6,000 miles away in Baghdad. dur- ing two exchanges, these students spoke about the war’s impact on their lives. MLc staff believe such cross-cultural experiences are crucial to pre- paring students to participate and achieve in the global economy of the 21st century.

MLc is an interdistrict grades sixth through 12th magnet whose interdisciplinary theme empha- sizes global understandings. MLc teachers help inner-city students increase their awareness of international issues through rigorous academic study and a wide range of frsthand and virtual overseas experiences. as the school’s handbook notes: “We expect that each child will travel and study in another country, take an advanced Placement course, host an international visitor, take classes online, participate in a live telecon- ference, achieve academic success at high levels,

4949

and contribute to our community.” Last year, as part of their education, 109 students made over- seas trips to such countries as Finland, Senegal, Brazil, canada, Spain, Ecuador, and chile.

Founded in 1998, MLc was launched in response to the 1996 connecticut Supreme court case, Sheff v. O’Neill. In this case, the court ruled that racially and socioeconomically isolated students in Hartford public schools were receiving infe- rior and inadequate educational opportunities and mandated desegregation efforts for the ur- ban school system. the challenge of desegregat- ing Hartford area schools was complicated by the area’s existing housing patterns and demograph- ics. to mix students from different backgrounds, the community proposed an interdistrict solution. this led to the establishment of eight interdistrict magnet schools. MLc serves students from the 543-square-mile capitol region of Hartford—the third largest city in connecticut and one of the poorest cities in the u.S., with a poverty level of 42 percent. In 1998, MLc received a three-year

a Source: 2006–07 school profle, http://www.csde.state.ct.us/public/der/ssp/sch0607/school.htm b U.S. Department of Education’s Magnet Schools Assistance program c Source: Data self-reported by school or district for school year 2007–08

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

$1.2 million grant from the u.S. department of Education’s Magnet Schools assistance program (MSaP) and opened with 94 sixth-graders from six towns. adding a grade each year, MLc now serves grades 6–12 and sends 98–100 percent of its graduates to college.

Mission and Curriculum

at MLc, the mission of global education is tak- en seriously. as social studies department chair caryn Stedman says, the future for our students is “going to be international and globally con- nected, so they need to leave with awareness of the state of the planet, knowledge of global dyna- mics, and be conscious of human choices and the various world perspectives. So, for example, you do math and excel in it; but you also understand that math has real, live applications that can solve global issues—everything from immigration pro- jections to space exploration and environmental issues require mathematics; so that you are not just taking math so you can pass the test.”

Interwoven across the curriculum, MLc’s inter- national theme features intensive study of world languages (chinese, French, and Spanish) and extensive student use of technology. In addition to languages, integrated curricular topics include global economics and environment, world cul- tures and societies, and world geography. at the high school level, the schedule is arranged by 90-minute classes, with a Wednesday morning block to meet with their advisers. Every grade level has a service-learning requirement. In a cross-age, peer-tutored mentoring program, for example, seniors provide academic assistance to middle school students. Students select projects that will beneft the community without mone- tary gain. they document their hours, write re- fections, and include an annotated bibliography of newspaper and magazine articles they have read relating to their project, which is graded ac- cording to a rubric.

Ensuring Student Success

at MLc, teaching is tailored to meet students’ in- dividual needs. For example, a sixth-grade spe- cial education student, taking a high school-level geometry class, works alongside high school stu- dents to create posters of proofs demonstrating the chain of reasoning for solving a math prob- lem. From January through March, morning class- es at the Saturday academy provide struggling students with additional support. MLc has two guidance counselors who work with students on the college application process and facilitate an early intervention process for students with aca- demic or behavioral concerns.

Principal anne McKernan and the school leader- ship team ensure that the state learning standards are embedded in the curriculum plan and course content. as principal McKernan explained, “We look at state, national, and international standards to identify the most valuable skills and concepts. then we ask, how do we assess it? It is about giv- ing our teachers time to work with the informa- tion, to embed the skills into curriculum and have a common way of assessing the outcomes through rubrics.” teachers created schoolwide student learning goals that include profciency in a second language, demonstrating understanding of global connections, as well as expectations that students will demonstrate profciency in effective commu- nication, problem solving, and use of technology.

technology is used to assist learning and meaningful cultural exchanges at MLc. teachers use interactive whiteboards and every student has a laptop. Students are expected to e-mail writing assignments to teachers and use the laptop for re- searching. they also use advanced technology to participate in the International Education and Re- sources network (iEaRn) where students interact with peers overseas through teleconferencing.

MLc offers eight advanced Placement (aP) courses. For the 2006–07 school year, 60 percent

50

of the seniors and 35 percent of the juniors en- rolled in an aP course; 70 percent of the students in aP classes came from historically underrep- resented racial and ethnic groups. Students also can enroll in courses at local community colleg- es with tuition and fees waived for one course each semester, if they have taken and passed the placement exam in math and English, and have at least an 80 percent grade point average. In senior year, students complete a culminating project designed to refect in-depth learning. Students choose a topic, write a proposal, and conduct extensive research, and publicly present their fndings to a panel of faculty, members of the public, students, and parents.

Building School Capacity

as an interdistrict magnet, MLc draws its stu- dents from a mix of rural, suburban, and inner- city communities. Each town that sends students to MLc contributes funding for them. Funding from the State department of Education Interdis- trict cooperative Grant Program and connecticut commission on the arts provides $6,250 per seat, while the boards of education from the towns of Windsor, Windsor Locks, East Windsor, Enfeld, Hartford, and Bloomfeld provide $2,000 per seat. the school has signifcant autonomy in defning budget priorities and allocating resources.

In the high school, a myriad of cocurricular activi- ties help promote a positive school climate. after- school activities are held Mondays and Wednes- days from 3–5 p.m., and students are encouraged to form new clubs. one of them, such as the group, Student abolitionists Stopping Slavery, was started by three students dedicated to stop- ping modern-day slavery around the world. to honor diversity, MLc held a “names conference” in november 2007—names can Really Hurt us, a schoolwide program in partnership with the connecticut anti-defamation League to promote a safe learning environment. In multiage groups,

students engaged in activities about violence pre- vention and listened to a panel of MLc students share their personal experiences.

Achievement and Outcomes

Serving a diverse student body, MLc is closing achievement gaps. a higher percentage of MLc african-american and free or reduced-price lunch 10th-graders demonstrate profciency on the state caPt math, science, reading, and writing tests than the same subgroups’ statewide average (see table 7 on p. 52).

Each year, more students are taking aP courses and demonstrating high levels of achievement. In 2006–07, 46 percent of seniors and 35 percent of juniors were enrolled in an aP course and took 119 exams; 45 percent scored a 3 or higher, mak- ing them eligible for college credit. MLc students are scoring above the state profciency average and above Hartford Public Schools’ (HPS) pro- fciency percentages in state testing on writing, math, and reading.

In 2004, MLc won the Goldman-Sachs award for Excellence in International Education. Magnet Schools of america named it as a Magnet School of Excellence for 2008 and a Magnet School of distinction in 2002 as well for each year from 2004–06. It has been recognized by the connecti- cut coalition for achievement now (conncan) as one of the top 10 performers for african-amer- ican student achievement on both the connecticut academic Performance test (caPt) and connecti- cut Mastery test (cMt); and in 2004, the national association of Multi-cultural Educators (naMES) recognized MLc as one of the schools of the year.

table 7 on p. 52 shows that the percentages of 10th-grade MLc students who scored profcient on the 2007 mathematics, reading, and writing assess- ments were higher than the cREc interdistrict rates and, with the exception of mathematics, higher than state achievement rates.

51

52

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

Table 7. Percentages of 10th-Grade Students Scoring Profcient and Above on 2007 State Assessments at Metropolitan Learning Center as Compared to the Capitol Region Education Council (CREC) and the State

Subject MLC CREC State of Connecticut

Mathematics 74.4% 68.0% 77.2%

Reading 87.3% 75.0% 79.7%

Writing 96.2% 85.7% 82.2%

Source: http://www.schoolmatters.com/schools.aspx/q/page=sl/sid=99124/midx=Grade10

MLc students and faculty have participated in the Bezos aspen Scholar program, which brings together 12 of the country’s top high school ju- niors to meet one another and engage in semi- nars and informal meetings with international leaders as well as creative artists who participate in the annual aspen Ideas Festival. MLc is the nation’s only school whose students have won scholarships to the program and festival, select- ed for each of the three years of the program’s

existence at the aspen Institute, an international

nonproft founded in 1950 to foster enlightened

leadership. a 2008 scholarship recipient created

the MLc Global Humanitarian Ideas Festival at

the school with a week full of learning activities,

speakers, flms, and presentations, which fo-

cused attention on three issues: genocide in

darfur, human traffcking, and health problems

in africa and Haiti.

52

Selected Characteristics of Magnet School and Host District a

Magnet School: Northeast Magnet High School

Host District: USD 259, Wichita, Kans.

Year Established as Magnet

Theme

Grades

Enrollment

Student Ethnicity

Special Education

Free or Reduced- price Lunch

English Language Learners

1990

Science, law, and visual arts

9–12

538 students

13.2% Hispanic 25.7% African-American 47.4% White 9% Asian American 1% Native American 4% Multiracial

0%

44% (2006)

< 1%

Population Type

Size

MSAP b Funded

Enrollment c

Student Ethnicity c

(grades 9–12)

Special Education c

Free or Reduced- price Lunch c

English Language Learners c

Small City

152 square miles

No

575 magnet high school students out of 13,538 grade 9–12 students

(as of 9-20-07)

20% Hispanic 23.5% African-American 45% White 6% Asian American 3% Native American 4% Multiracial

19%

55.7%

4.86%

Northeast Magnet High

School Wichita, Kans.

In a science class at northeast Magnet High School with the university and local cultural and civic (nEM), students are researching dna transforma- institutions bring students to the university cam- tion as part of the Pass the Salt Project sponsored pus and local art museums to engage in research, by the biology department of Wichita State uni- projects, and special events. Founded in 1990 as versity. the program provides sophisticated lab a science and arts magnet, nEM modeled high

equipment and graduate students in genetics to school reform innovations that were new to

mentor the students who also will conduct anti- the host district, which is Wichita Public School

microbial research and gel-electrophoresis exper- district (uSd 259), including block scheduling,

iments. Many students are drawn to nEM because smaller learning communities, an interdisciplin-

it offers three magnet programs in science, law, ary humanities program, and projects using tech-

and visual arts; others like how these are integrat- nology. In 1996, as a result of budget constraints

ed into a rigorous, college-preparatory curricu- and changing state standards, the district merged

lum and because it is the smallest high school in northeast Magnet High School with the down-

the district with a strong academic track record. town Law Magnet program, moving the program from its location at city hall to the nEM school

Located in a residential, predominantly african- site. In a district with seven comprehensive high american neighborhood, nEM is one block from schools, three alternative high schools, 19 mag- Wichita State university, providing easy access net elementary schools, and four magnet middle for collaboration and opportunities for college schools, 26 percent of students in the district at- preparation. In the 2006–07 school year, approxi- tend magnet schools. nEM is the district’s only mately 25 percent of the seniors took local uni- high school that has made adequate yearly pro- versity classes. nEM’s long-standing partnerships gress (aYP) for the past six years.

53

a Source: Kansas State Department of Education Report Card for school year 2006–07, http://online.ksde.org/rcard b U.S. Department of Education’s Magnet Schools Assistance program c Source: Data self-reported by school or district for 2007–08 school year

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

Mission and Curriculum other students worked with glow-in-the-dark bac- teria in a genetic engineering project, built models

nEM’s mission is to provide a four-year program of the human heart, and developed a model for an

of studies for students who want to focus their artifcial prosthetic joint replacement.

education in science, law, or visual arts. these the law and public service program introduces three magnet areas, embedded in a college prep- students to legal and judicial issues, forensic sci-aration program, offer a rigorous interdisciplinary ence, crime scene investigations, and public poli-curriculum, integrated with technology and an- cy. Students learn about the role of court offcers, nual projects to produce a focused, well-rounded how to write a legal brief, opinions, and contracts. education. the school’s vision statement captures Every student completes a magnet project each nEM’s achievement-driven ethos: year that includes research, a written paper, and

“Students and teachers are here because they both oral and visual presentations. all students are want to be. expected to complete a minimum of 100 hours

of community service by the end of their senior Students and teachers think what they are

year. Freshmen take the Law 101 class; sopho- doing is important.

mores take practical law and have opportunities to Students and teachers share high standards participate in mock trial competitions; and juniors and a commitment to excellence. and seniors select such classes as forensic science,

government, economics, and mentorship. Seniors Northeast Magnet has clear goals and every-

also participate in a mentorship program involv- one knows what they are.

ing internships with the Wichita Bar association, At NEM, risk taking is not only allowed, but fre department, police department, the Sedgwick encouraged.” county sheriff’s department, district court judge,

and other community agencies in the legal and Forty-four percent of nEM students are in the sci- social work felds. the internships, as one teacher ence program, which has two major strands—one explains, mean that students have “seen fghts in that focuses on engineering and the other in bio- courtrooms, jumped on ladders with fremen, and logical sciences. Students engage in lab research, had a wide range of experiences.” applied technology, and problem solving, and math and science courses are integrated and taught Students in the art magnet program are required with a project-based focus. Students have the op- to complete at least 7 credit units, including an portunity to earn dual credit for Wichita State uni- art survey, drawing, and painting classes. In ad- versity in advanced course work. all freshmen dition, students can earn college credit in studio take honors physical science and introduction to arts courses at Wichita State university. Electives engineering design. Students can focus on aero- are offered in drawing, painting, ceramics, digi- space engineering, biotechnology, or biomedical tal imaging, computer graphics, creating computer classes. In every science class, they are engaged in games, sculpture, aP Studio art, senior art projects, hands-on, project-based learning and lab activities, fber arts, and special art production classes. the and are often using computers for simulations. Stu- school is equipped with a ceramics lab with pot- dents built and tested gliders using a wind tunnel, tery wheels and kilns, and a computer lab with 25 worked with fight simulators with the Federal avi- Pcs for digital imaging, computer art and design. ation administration, created prototypes of a child car seat alarm, a redesign of an auto seatbelt, and art students regularly exhibit their work in shows built a solar collector sun shade for hybrid cars. hosted by the Wichita art Museum, Wichita center

54

for the arts, cityarts, Wichita State university, and Friends university as well as other private and public galleries. Each of the teachers in the pro- gram are professional artists themselves.

Ensuring Student Success

to support student learning, teachers provide math, science, and English tutoring during lunch and after school for any student. Every student receives a weekly progress report each Wedne- sday showing the student’s current grades, and comments from his or her teachers. Students take an advocacy class, one 40-minute period each week where they meet in smaller groups with a teacher to work on a range of projects. Freshmen learn study skills and habits to acclimate to high school; juniors and seniors are preparing for the Preliminary Scholastic aptitude test (PSat) and building portfolios in preparation for applying to college, conducting scholarship searches, and preparing resumes. Part of the class involves cre- ating an advocacy folder that holds testing sco- res, goals, and an individualized high school plan with questions about “where you are now and what you need to do to get to college.”

If a student is struggling academically, typically, the advocacy teacher will talk with the student, make parent contact, and try different interventi- ons, including tutoring or involving another tea- cher if they are having trouble motivating the stu- dent. Every student takes four years of high school math. Students are expected to complete algebra II or beyond, and science magnet students are required to complete algebra II and Pre-calculus/ trigonometry with a c or above. Math classes at nEM meet daily for 95 minutes all year long, pro- viding more time on task and opportunities for both remediation, enrichment, and acceleration.

Historically, the nEM building was an african-ame- rican junior high school. today, the school pro- vides bus transportation for white students from

outside the predominantly african-american neig- hborhood who attend. as principal Joel Hudson explains, “the african-american community sees this as their school. So there is community buy-in even though students come from all over the city. In reality, white students are being bused in and parents have no problem with students coming to this neighborhood. If this were a comprehensive school and students were being bused from the outskirts, parents would have a problem with that. But because it is a magnet, they want them here.”

“We don’t fght here at northeast,” says one stu- dent. “Sometimes it takes ninth-graders a little while to fgure out that this school is different and this environment won’t foster confict. But they catch on fast.”

Building School Capacity

“the school has been extremely successful,” says principal Hudson, “and we have always made aYP [adequate yearly progress] and for the most part have made the [Kansas] standard of excellence in reading or math.” Still, Hudson acknowledges that the school has work to do in closing the achieve- ment gap among its subgroups. “It is a challenge for me to get the staff to really look at the data and say, ‘If we don’t really start talking about the kids that we need to help improve, we may not make aYP next year.’ now teachers are actually talking about what strategies could … bring those scores up. We have been on this quest of coming to grips with the fact that we are going to have subgroups, and if we don’t do something to help their skill level we are not going to progress this school.”

In Professional Learning community (PLc) mee- tings, teachers meet weekly to collaborate by department and magnet theme area. at weekly staff development meetings, faculty discuss such topics as lesson sharing, best practices for impro- ving reading comprehension, and using data to increase the rigor and relevance of instruction.

55

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

Every Wednesday, teachers have a 40-minute block of time to look at student data by grade level and by department.

as part of their professional development, teach- ers work in small groups where they learn to use interim assessments to inform their teaching and instruction. With the increased focus on data and testing from the district and state, the school hired a data manager who oversees such testing as the PSat and district common assessments, and works closely with teachers on using data to improve teaching and instruction. Faculty collaboration is a core element of nEM’s success. teachers are ac- tively involved in decision-making at the school, through their departments and PLc groups.

Since its inception, nEM has actively cultivated partnerships with community businesses, organi- zations, and universities, including Friends uni- versity, newman university, Wichita State uni- versity, the Wichita art Museum, the city’s Fair Housing department, the Boeing company, the united Way, and the Salvation army. the part- nerships have yielded a mentorship program, research opportunities, and exhibitions for the school’s art students. Principal Hudson takes an active role in developing them, whether by writ- ing grants to bring programs into the school or serving on a district committee.

nEM’s proximity to and partnership with the uni- versity of Wichita provide a strong resource for

students: they can use equipment and software at the university’s engineering facility for their projects. Graduate students in the physicians’ assistant program at the college of Health Profes- sions come to nEM and tutor students in biology, chemistry, and the biotechnology engineering program. “We are getting college role models in our building,” says Hudson. one biology pro- fessor wrote a grant that helped nEM get over $10,000 dollars’ worth of lab equipment.

Achievement and Outcomes

nEM refects the district’s ethnic diversity, but shows higher levels of academic profciency on state testing and other academic measures. It has made aYP for the past six years, while the district, with 14,155 students in grades 9–12 in 2007–08, has failed to make aYP for the past fve years. nEM has a 96.4 percent graduation rate compared to the district’s rate of 76.9 percent.

the school has been recognized by the state of Kansas for reaching the “Standard of Excellence” in mathematics as well as the state’s challenge award for exceeding assessment expectations for all stu- dents. table 8 shows that the percentages of 11th- grade nEM students meeting or exceeding standards on the 2007 state reading and mathematics assess- ments were greater than district and state achieve- ment rates.

Table 8. Percentages of 11th-Grade Students Meeting or Exceeding Standards On 2007 State Assessments at Northeast Magnet High School as Compared To the District and the State

Subject Northeast Magnet High School Wichita District 259 State of Kansas

Reading 78.7% 59.8% 77.0%

Mathematics 84.0% 54.6% 71.3%

Source: Kansas State Department of Education Report Card for school year 2006–07, http://online.ksde.org/rcard

5656

Selected Characteristics of Magnet School and Host District a

Magnet School: Booker T. Washington High School

Host District: Dallas Independent School District

Year Established as Magnet

Theme

Grades

Enrollment

Student Ethnicity

Special Education

Free or Reduced- price Lunch

English Language Learners

1976

Performing and visual arts

9–12

696 students

26% Hispanic 42% White 3% Asian American 1% Native American

3%

27%

<1%

Population Type

Size

MSAP b Funded

Enrollment

Student Ethnicity (grades K–12)

Special Education c

Free or Reduced- price Lunch c

English Language Learners c

Urban, Large

384 square miles

Received two or three cycles of funding in the late 1980s and early-mid 1990s

9,018 magnet enrolled students / 159,752 total student enrollment

64% Hispanic 29% African-American 5% White <1% Asian American

10%

83.9%

31.2%

Booker T. Washington

High School for The Performing And Visual Arts

Dallas

a girl perfecting her folklorico movements, a

group of students rehearsing a mime performance,

a boy practicing the cello—these are but a few

snippets of daily life for young artists at Booker

t. Washington High School for the Performing

and visual arts (BtWHSPva). Students playing

instruments, rehearsing, or displaying paintings

are not unusual sights at most high schools. But

what sets BtWHSPva apart is the markedly high

caliber of its students’ accomplishments in both

arts and academics.

distinguished alumni—including norah Jones,

Erykah Badu, and Roy Hargrove—collectively

have won 22 Grammy awards. High-quality,

professional-caliber works of art—all created

by students—line the hallways and fll displays

throughout the school. a gallery showcases vi-

sual arts created by the school’s seniors.

5757

Serving 705 ninth- through 12th-grade students in the dallas Independent School district (dISd), BtWHSPva is the school of choice for students with special talents and the commitment to de- velop their potential. BtWHSPva’s mission is to provide intensive training in both arts and aca- demics. the school’s track record in both areas has earned it a reputation as one of the premier arts high schools in the country.

BtWHSPva began in a facility built in 1922 to house the frst african-american high school in dallas. In 1955, that school had expanded and become a vocational and technical school. then, in 1976, when the texas Supreme court ordered the district to desegregate its schools, dISd created a magnet program and established BtWHSPva as an “arts magnet” to help attract a more diverse student population. In 2003, the court lifted the order, fnding that dISd had suc- cessfully integrated its schools.

a Source: Texas Education Agency, 2006–07 Campus Performance, Academic

Excellence Indicator System, http://www.tea.state.tx.us b U.S. Department of Education’s Magnet Schools Assistance program c For grades 9–12

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

Mission and Curriculum

BtWHSPva is a school for the arts—both per- forming and visual. the school’s program is di- vided into four arts clusters, and each prospective student applies to one: dance, Music, theatre, or visual arts. Each cluster offers a set of classes that include training in the performance, techni- cal, production, and theoretical aspects of the cluster’s particular art form. In addition, students take academic courses to meet texas graduation requirements. as one parent explains, “this is really two parallel high schools—a conservatory running parallel with an academic structure.”

BtWHSPva’s rigorous academic offerings include 19 advanced Placement (aP) courses—a large number for such a small student population. the college Board commended BtWHSPva for its rigorous academic curriculum and recognized BtWHSPva as having the strongest aP Music theory course in the nation. the commitment to academics is also evident in BtWHSPva’s no-pass-no-play rule—students must be in good academic standing in their classes in order to be allowed to participate in any of the school’s art performances.

teachers spend a lot of effort and time ensuring that their academic curriculum covers required standards and content and that classes harness the creativity of BtWHSPva’s students. Master teachers, like Sidney Poitier, the late Gregory Hines, and Marvin Hamlisch, have come to talk to students about being a professional artist, earn- ing an adequate living, auditioning for jobs, and fnding a unique voice. artists within the com- munity often visit to help prepare students for in- terviews. Professional artists show students how to interact with adults, put together a portfolio, and converse through a mock interview. Students frequently attend professional arts performances and have opportunities to go backstage to see what happens behind the scenes.

Ensuring Student Success

admission to the school is highly competitive. there are, on average, 500 applicants for 190 open spots for incoming freshmen. the district requires students to have a minimum level of academic achievement to be eligible for mag- net schools, but BtWHSPva considers another factor—all prospective students must audition or submit a portfolio of their artwork. If an appli- cant’s audition or portfolio is strong enough, the BtWHSPva selection committee can choose to waive the district’s academic requirements.

Because of this admissions process, the school brings in many students who need help academi- cally, so the school and community provide a variety of supports. the staff have created a re- medial Reading Improvement class for incoming freshmen. teachers offer tutoring before and af- ter school each day. Some teachers offer tutorials on Sundays to accommodate students who have practices and rehearsals during the week. Each cluster also has a coordinator who personally fol- lows up with any student whom teachers identify as being in danger of failing a class.

throughout the school, there is an emphasis on college preparation. In a college preparato- ry course called “Portfolio,” working artists talk about life as an artist, giving students a realistic view of art as a profession. all BtWHSPva stu- dents create a portfolio for themselves, and every year the school participates in national Portfolio day, when representatives of visual arts colleges and art institutes travel to high schools across the country and seniors show their portfolios.

the school also hosts a “Senior Showcase” for college representatives. during this multiday event, students from each cluster perform and present their best work. Prior to the showcase, students have to take headshots, create resumes, and sometimes flm their work and create a dvd. Each cluster then creates a booklet, complete

58

with resumes, headshots, and a brief background about that particular arts cluster, which is given to each college representative. the Julliard School and the university of Minnesota/Guthrie theater program are just a few of the prestigious post- secondary institutions that attend.

With the commitment to arts and academics, the school day and week are much longer for stu- dents at BtWHSPva compared to those at tradi- tional public schools. the long hours and small student population foster close working relation- ships between adults and students. the extended school community also supports students. adult mentors meet weekly with juniors and seniors who need extra guidance to prepare them for applying to colleges. the advisory Board stages mock interviews for students at the junior grade level. Board members help them navigate their way through practice interviews and then give feedback to cluster coordinators, who use that information to better prepare students and to im- prove upon targeted areas.

Building School Capacity

BtWHSPva’s advisory Board plays a large role in the school’s success. designated a 501-(c)(3) nonproft, the board is comprised mainly of vol- unteers, including the school principal, plus two paid positions, including an executive director. Most of its 45 members are representatives of lo- cal arts organizations. It has raised and distrib- uted funds for teachers to undertake collabora- tive projects. an endowment fund started in 1988 currently holds $1.3 million, earmarked solely for supporting students. It helps students participate in extracurricular and summer arts programs and provides graduation caps and gowns for seniors who cannot afford these items.

the advisory Board was instrumental in a recent capital campaign to raise $55 million to build a new facility. a pivotal factor in the campaign’s

success turned out to be the 2003 Grammy show, when norah Jones, a BtWHSPva alumnus, won eight awards, drawing local attention to the school. Soon afterward, the board secured a $500,000 donation, which in turn garnered more trust from the local community. When asked what was the key to securing large donations, the assis- tant campaign director points out that “all of the big donors have visited the school.” the school clearly sells itself.

dISd, a large urban district that oversees 28 magnet schools, supported BtWHSPva’s capital campaign. It passed a $1 billion bond that was dedicated to capital improvements throughout the district, and dISd has given $23 million to BtWHSPva’s campaign. the campaign is the dis- trict’s frst public-private partnership.

all of BtWHSPva’s teachers—whether focused on academics or arts—must have an arts back- ground to join the staff. as a result, students are able to go to any teacher in the building to be mentored and to learn from professional artists. Parents also play a large role in BtWHSPva’s success through their membership in the Parent- teacher-Student association (PtSa). Each arts cluster has a parent guild, which one teacher de- scribes as being “like an individual Pta.” one of them, the theatre Guild, has 100 members and has raised money for costumes, to cover the costs of students’ headshots, and for students to attend performances outside of school.

Achievement and Outcomes

BtWHSPva is “more of a community than just a school,” says one parent, noting that the sense of community is due mainly to the long hours that both staff and students keep. the school’s assis- tant principal says he felt he “died and went to heaven” when he joined the BtWHSPva staff be- cause students are so cooperative and their inter- actions with adults are so respectful and positive.

59

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

over 90 percent of BtWHSPva graduates attend postsecondary institutions, garnering scholarships in excess of $5 million, while the other graduates generally enter an arts profession immediately or join the military. the school’s awards are numer- ous. the national Foundation for the advance- ment of the arts named BtWHSPva as one of the “top 5 arts High Schools” in the country. It was the frst school in the district to receive a national Blue Ribbon award for Exemplary Edu- cation from the u.S. department of Education. BtWHSPva also shares the honor, with one other school, of producing more Presidential Scholars

in the arts (the Presidental Scholars Program is a national recognition program administered by the u.S. department of Education for excellence in academics and the arts) than any other school in the southwestern united States.

table 9 compares the percentages of 10th- and 11th- grade students scoring profcient and above on 2007 taKS (texas assessment of Knowledge and Skills) English language arts and mathematics assessments with district and state achievement rates. the com- parison indicates that BtWHSPva percentages exceeded those of the district and state.

Table 9. Percentages of 10th- and 11th-Grade Students Who Scored Profcient And Above on 2007 State Assessments at Booker T. Washington High School For the Performing and Visual Arts as Compared to the District and the State

Grade and Subject BTWHSPVA Dallas Independent School District

State of Texas

Grade 10 English Language Arts 99% 77% 85%

Grade 10 Mathematics 87% 52% 65%

Grade 11 English Language Arts 98% 86% 91%

Grade 11 Mathematics 96% 73% 81%

Source: Texas Education Agency, 2006–07 Campus Performance, Academic Excellence Indicator System, http://www.tea.state.tx.us

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6161

A P P E N D I X A

Research Methodology

the research approach used to develop this

guide is a combination of case study methodol-

ogy and benchmarking of best practices. used

in businesses worldwide as they seek to contin-

uously improve their operations, benchmarking

has more recently been applied to education.

Benchmarking is a structured, effcient pro-

cess that targets key operations and identifes

the following: promising practices in relation-

ship to traditional practice, previous practice at

the selected sites (lessons learned), and local

outcome data. the methodology used here is

further explained in a background document,26

which lays out the justifcation for identifying

promising practices based on four sources of

rigor in the approach:

• theory and research base;

• Expert review;

• Site evidence of effectiveness; and

• Systematic feld research and cross-site analysis.

the steps of the research process were: defn-

ing a study scope, seeking input from experts

to refne the scope and inform site selection

criteria, screening potential sites, selecting sites

to study, conducting site visits, collecting and

analyzing data to write case reports, and writing

a user-friendly guide.

Study Framework and Data Collection

a conceptual framework was developed to

guide the study of the selected sites. While

there is a lot of daily activity at any school,

each case study needed to focus on those

practices most likely to contribute to a school’s

success and sustainability. the framework for

this study was an adaptation of that used in a

previous guide, Creating and Sustaining Suc-

cessful K–8 Magnet Schools, published in 2008,

derived from the research literature on magnet

schools, organizational effectiveness, and sus-

tainability of school reform. components were

added from the research literature on second-

ary school reform. the dimensions of the con-

ceptual framework were academic excellence

through a theme-based program, commitment

to equity and diversity, building school capac-

ity, and strategic partnerships. a site visit was

conducted at each school to gather the infor-

mation for this guide, each visit lasting for

two days and including informal observations

throughout the school, attendance at events,

and interviews. the primary source of data

was interviews with a variety of key groups,

including parents, teachers, administrators,

district leaders, and school partners. an inter-

view protocol was developed based on the

study framework and adapted to each role

group. Interviews were digitally recorded with

61

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

key interviews and later transcribed for more

detailed analysis.

documents from each school served as an

additional source of information. collected

during the site visit, these documents included

such items as school schedules, sample assess-

ments, curriculum plans, newsletters, appli-

cation forms, brochures, and report cards.

Principals and district magnet offce staff also

completed a standard form to facilitate consis-

tent compiling of school demographic and out-

come information.

Site Selection Process

consideration for this guide, a school had to

be a dedicated magnet, not a school-within-a-

school program, although some had a school-

wide theme and others had more than one

strand within the same school. Each school had

to show evidence of strong academic achieve-

ment as well as success in reducing minority-

group isolation. Each had to have graduated at

least one class of students.

Strong academic achievement meant that stu-

dent profciency rates were above 50 percent

in reading and math on state standardized tests.

all schools in this guide made adequate yearly

progress (aYP) for at least three years. Reduc-

ing minority-group isolation was measured in

reference to the demographic characteristics

of the district as a whole, and selected schools

closely mirrored the district composition or fur-

ther reduced minority-group isolation.

the process of identifying sites began with a

broad scan of possible sites. a list of 52 dis-

tricts with strong magnet programs had been

developed for the earlier guide, and this was

one starting point. additionally, researchers

drew from the abstracts of 1998 and 2002 Mag-

net Schools assistance program (MSaP) grant-

ees, lists of current and former Magnet Schools

of america award winners (MSa Schools of

Excellence and Schools of distinction), and

individual nominations by the magnet school

researchers, practitioners, and board members

of the Magnet Schools of america who served

as the guide’s external advisory group.

Based on screening of schools’ achievement data

and minority-group isolation data (see “Reduc-

ing Minority-group Isolation criteria” below),

the initial list of 84 schools was narrowed down

to 12 schools. additional information about spe-

cifc program features and updated data were

collected using phone interviews with school

administrators to fll gaps in information.

From this group of 12 schools, eight schools

were ultimately chosen as case study sites,

based on the compiled information and crite-

ria ratings on a screening matrix. demographic

variation, a range of promising practices, geo-

graphic location, and achievement data were all

considered in the fnal site selection.

Selection Criteria

a cross-section of schools were selected to

highlight magnet high schools successfully

meeting the integration and achievement

needs of their particular districts. consider-

ations included districts with a high num-

ber of traditionally underserved populations

(e.g., low income, special education, african-

american, and Latino students); variation in

academic programming and magnet themes;

62

both schoolwide and multiple-strand pro-

grams; inclusion of interdistrict and feeder-pat-

tern arrangements; and a range of geographic

locations. all schools met the following crite-

ria, prioritized by the advisory group as key

issues for consideration.

Achievement Criteria

Schools selected met aYP targets for at least

three consecutive years, including the most

recent year for which data were available.

Researchers looked for schools that scored at

least at the 50th percentile in math or reading

on state standardized tests with demonstrated

evidence of continued improvement over sev-

eral years, or for schools that were consistently

high achieving in the 90th-percentile range

annually. data from state departments of edu-

cation Web sites and the Web site SchoolMat-

ters.com provided achievement information.

Researchers looked for additional evidence

that the schools were demonstrating higher

achievement for low-income, minority, or stu-

dents receiving special education services in

comparison with a similar population of stu-

dents in its local district public schools.

Reducing Minority-group Isolation Criteria

compared to district demographics or

interdistrict targets, these schools are main-

taining representative student populations

with regard to race, ethnicity, and socio-

economic background, or are demonstrat-

ing more pronounced reduction in minority-

group isolation.

Analysis and Reporting

a case report was written about each site, and

reviewed by site administrators for accuracy.

From these case reports, artifacts, and tran-

scripts of interviews, the project team identi-

fed common themes that contributed to suc-

cess across the sites. this cross-site analysis

was built using both the research literature as

refected in the study scope as well as emerg-

ing patterns in the data.

this descriptive research process suggests prom-

ising practices, including ways to do things that

other educators have found helpful and lessons

they have learned, as well as practical “how-to”

guidance. this is not the kind of experimental

research that can yield valid causal claims about

what works. Readers should judge for them-

selves the merits of these practices. also, read-

ers should understand that these descriptions

do not constitute an endorsement of specifc

practices or products.

Using the Guide

ultimately, readers of this guide will need to

select, adapt, and implement practices that

meet their individual needs and contexts.

Schools and districts coming together in learn-

ing communities may continue to study, using

the ideas and practices from these sites as a

springboard for their own action research. In

this way, a pool of promising practices will

grow, and educators can support each other in

implementation and learning.

63

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

646464

A P P E N D I X B

Resources The resources listed below are intended to provide readers with ready access to further information

about magnet schools. This is not a complete list, and there may be other useful resources on the

topic. Selection was based on the criteria that resources be relevant to the topic and themes of this

guide, current and up-to-date, from nationally recognized organizations, including but not limited

to federal or federally funded sources, and that they offer materials free of charge. This listing offers

a range of research, practical tools, policy information, and other resources.

Magnet Schools of America is a membership organization that promotes goals of desegrega- tion, equity, and excellence through the expan- sion and improvement of magnet schools. the Web site includes information on upcoming con- ferences and other resources.

http://www.magnet.edu

the U.S. Department of Education disseminates practices and tools from successful school choice programs, which create options for parents within the public school system across the country through such resources as its Building Choice Web site.

http://www.buildingchoice.org

the Education Commission of the States includes magnet and other specialized schools as an issue topic on its Web site. the site also includes refer- ences and links to other Web resources.

http://www.ecs.org

the Policy and Program Studies Service, part of the U.S. Department of Education’s Offce of Planning, Evaluation and Policy Development, conducted an evaluation of the Magnet Schools assistance pro- gram 1998 grantees. their fnal report published in 2003 includes both a cross-site report and case studies of eight districts.

http://www.ed.gov/about/offces/list/opepd/

ppss/reports.html

65

the Offce of Innovation and Improvement in the U.S. Department of Education runs the Magnet Schools assistance program to support the implementation of magnet schools under court-ordered or feder- ally approved voluntary desegregation plans. the program’s Web site details the grant competition as well as abstracts of sample programs.

http://www.ed.gov/programs/magnet/index.html

the National Center for Education Statistics (NCES), part of the U.S. Department of Education’s Institute of Education Sciences, collects and analyzes data related to education, including districts’ use of school choice.

http://nces.ed.gov

the federally funded National High School Cen- ter provides information on high school improve- ment challenges for states, districts, and regional comprehensive centers. Research on high school improvement is available from this site as well as a map of regional comprehensive centers and con- tact information for technical assistance liaisons.

http://www.betterhighschools.org

The above information is provided for the reader’s convenience. The U.S. Department of Education is not responsible for controlling or guaranteeing the accuracy, relevance, timeliness, or completeness of this outside information. Further, the inclusion of these resources does not refect their importance, nor is it intended to endorse any views expressed, or products or services offered.

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

6666

Notes 1. christine Rossell, “Magnet Schools: no Longer Famous, But Still Intact,” Education Next 4, no. 2 (2005): 44–49.

donald Waldrip, “a Brief History of Magnet Schools” (Washington, d.c.: Magnet Schools of america, 2003), http://www.magnet.edu (accessed on July 8, 2008).

2. Rolf K. Blank, Roger E. Levine, and Lauri Steel, “after 15 Years: Magnet Schools in urban Educa- tion,” in Who Chooses? Who Loses? ed. by Bruce Fuller and Richard F. Ellmore with Gary orfeld (new York: teachers college Press, 1996), 157.

3. Magnet Schools of america, Directory of Pub- lic Magnet and Theme-Based Schools (2007), https://www.magnet.edu/modules/content/index. php?id=106 (accessed July 8, 2008).

4. Magnet Schools of america, Alerts: “Magnet Schools of america, 2008 Legislative advocacy Leadership: Key Facts and Legislative Priority Issues” (Feb. 21, 2008), http://www.magnet.edu/ modules/news/article.php?storyid=25 (accessed april 23, 2008).

5. donald Waldrip, “a Brief History of Magnet Schools” (Washington, d.c.: Magnet Schools of america, 2003), http://www.magnet.edu (accessed July 8, 2008).

6. Margaret Weertz, “the Benefts of theme Schools,” Educational Leadership 59, no. 7 (april 2002): 68–71.

7. Mortimer J. adler, The Paideia Proposal: An Educational Manifesto (new York: Macmillan, 1982). See also discussion on p. 38 and note 9.

8. the 1996 connecticut Supreme court case, Sheff v. O’Neill, resulted in the creation of a series of magnet schools as part of a strategy for reducing minority isolation and segregation in public schools in the Hartford area. this landmark decision, which determined that racially and socioeconomi- cally isolated students in Hartford public schools were receiving inferior and inadequate educational

opportunities mandated desegregation efforts for the urban school system and led to the establish- ment of eight interdistrict magnet schools.

9. national Paideia center, Paideia Stories: Suc- cessful Schools in Practice (chapel Hill, n.c.: national Paideia center, 2002), p. 36, http://www. paideia.org/content.php/results/resmain.htm (accessed april 23, 2008).

10. thomas d. cook et al., “the development of occupational aspirations and Expectations among Inner-city Boys,” Child Development 67, no. 6 (2006): 3368–3385.

Jens Ludwig, “Information and Inner city Educa- tional attainment,” Economics of Education Review 18, Issue 1 (February 1999): 17–30.

vincent J. Roscigno, donald tomaskovic-devey, and Martha L. crowley, “Education and the Inequal- ities of Place,” Social Forces 84, no. 4 (June 2006): 2121–2145, http://www.muse.jhu.edu/login?uri=/ journals/social_forces/v084/84.4roscigno.html (accessed april 23, 2008).

11. John E. chubb and terry M. Moe, Politics, Mar- kets and America’s Schools (Washington, d.c.: the Brookings Institution, 1990).

12. In 2002–03, 71 percent of public high schools offered at least one dual-credit course. See Michael Planty, Stephen Provasnik, and Bruce daniel, High School Coursetaking: Findings from the Condition of Education, ncES2007-065 (Washington, d.c.: u.S. department of Education, Institute of Edu- cation Sciences, national center for Education Statistics, 2007), p. 5, http://www.nces.ed.gov/ pubsearch/pubsinfo.asp?pubid=2007065 (accessed July 8, 2008).

13. achieve, Inc., Closing the Expectations Gap 2007 (Washington, d.c.: achieve, Inc., 2007), http://www.achieve.org/fles/50-state-07-Final.pdf (accessed april 23, 2008).

Jennifer dounay, “alignment of High School Graduation Requirements and State-Set college

67

Successful Magnet High Schools I n n o vat I o n S I n E d u c at I o n

admissions Requirements” in State Notes: High School—Transitions to Postsecondary (den- ver: Education commission of the States, 2006). http://www.ecs.org/clearinghouse/68/60/6860.pdf (accessed Sept. 12, 2008).

14. Between 1982 and 2004, the average number of course credits accrued by high school graduates increased from 21.7 to 25.8 credits. See Michael Planty, Stephen Provasnik, and William Hussar, The Condition of Education 2007, ncES2007-064 (Washington, d.c.: u.S. department of Education, Institute of Education Sciences, national center for Education Statistics, 2007), p. 15, http://www.nces. ed.gov/pubsearch/pubsinfo.asp?pubid=2007064 (accessed July 8, 2008).

15. act and the Education trust, On Course for Success: A Close Look at Selected Courses That Pre- pare All Students for College (Iowa city, Iowa: act, 2004). this study researched 10 high-achieving, high-poverty, high-minority high schools to answer the question: “What are the components of high school courses that prepare students for success- ful entry into postsecondary education without the need for remediation?” the study isolates four major characteristics shared by these high-perform- ing high schools that contribute to students’ future success both in work and in college: high-level, college-oriented material in core courses; qualifed, experienced teachers; teaching that is fexible and responsive to students; and tutorial support.

16. as cited in daniel P. Mayer et al., Monitor- ing School Quality: An Indicators Report, ncES 20001-030 (Washington, d.c.: u.S. department of Education, national center for Education Statistics, december 2000), p. v, http://www.nces.ed.gov/ pubsearch/pubsinfo.asp?pubid=2001030 (accessed april 23, 2008).

17. Michael Planty, Stephen Provasnik, and Bruce daniel, Special Analysis 2007: High School Coursetaking (Washington, d.c.: u.S. department of Education, Institute of Education Sciences, national center for Education Statistics, 2007), http://www.nces.ed.gov/programs/coe/2007/ analysis/sa04.asp (accessed July 8, 2008).

18. clifford adelman, Answers in the Tool Box: Academic Intensity, Attendance Patterns, and

Bachelor’s Degree Attainment (Washington, d.c.: u.S. department of Education, 1999), http://www. ed.gov/pubs/toolbox/toolbox.html (accessed april 23, 2008).

19. Laura Horn and anne-Marie nuñez, Mapping the Road to College: First-Generation Students’ Math Track, Planning Strategies, and Context of Support, ncES 2000-153 (Washington, d.c.: u.S. depart- ment of Education, Institute of Education Sciences, national center for Education Statistics, 2000), http://www.nces.ed.gov/pubsearch/pubsinfo. asp?pubid=2000153 (accessed July 8, 2008).

20. daniel P. Mayer, John E. Mullens, and Mary t. Moore, Monitoring School Quality: An Indicators Report, ncES 2001- 030 (Washington, d.c.: u.S. department of Education, Institute of Education Sciences, national center for Education Statistics, 2000), p. I, http://www.nces.ed.gov/pubsearch/pubsinfo. asp?pubid=2001030 (accessed July 8, 2008).

21. Ibid.

22. “Family Income and Higher Education opportunity 1970 to 2003,” Postsecondary Education Opportunity 156 (June 2005) as cited in Katy Haycock, “coura- geous choices: tackling the tough Issues to Raise Student achievement and close Gaps” (PowerPoint presentation) (Washington, d.c.: the Education trust, Inc., 2007), http://www2.edtrust.org/nR/rdonlyres/ a73340dd-62F1-45EE-BB3F-F1c048EBBdE3/0/ conF2K7thursdayPlenaryHaycock.ppt (accessed July 8, 2008).

23. Ibid.

24. title I of the Elementary and Secondary Edu- cation Act provides fnancial assistance to schools with large numbers of children from low-income families.

25. Florida department of Education Media Room, “Florida Shows Largest Increase in Student Mastery of advanced Placement courses” (press release, Jan. 25, 2005), http:///www.fdoe.org/ news/2005/2005_01_25-2.asp (accessed april 23, 2008).

26. nikola Filby, “approach to Methodological Rigor in the Innovation Guides,” working paper, WestEd, San Francisco, calif., 2006.

68

The Department of Education’s mission is to promote student achievement and preparation for global competitiveness by fostering educational

excellence and ensuring equal access.

www.ed.gov