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B.S.F. OVERVIEW
February 2010
John Shea (Principal, Spaulding High School)
130 Wakefield Street, Rochester, NH 03867, (603) 332-0757, ext. 218, shea.j@rochesterschools.com
Mike Hopkins(Superintendent, Rochester School Department)
150 Wakefield Street, Rochester, NH 03867, (603) 332-3678, ext. 101, hopkins.m@rochesterschools.com
Proposal/vision under consideration:
To more effectively structure the secondary school system in Rochester – moving from one large comprehensive high school enrolling all 1600-plus district students (and achieving mixed results) to three separate high schools better serving all of our students (at the same level of per pupil operating expenditure)…
(1) A smaller and better Spaulding High School (of approximately 1000 students) that is one of the
best comprehensive public high schools in the state…
(2) A small separate alternative school (of about 75-100 students) better serving our most at-risk teenagers…
(3) A new “break the mold” 400 to 450-student high school for the future (a high school of choice) powerfully serving our students and also serving as a model for a significantly improved and more engaging secondary education system.
The case for change:
A. Historic and current performance on five key indicators – we are not doing well enough.
1) Average daily attendance
2) School culture/discipline
3) Drop-out rate
4) Post-secondary matriculation and success
5) Standardized test scores
B. Traditional high school model – not designed for teaching and learning.
C. Size is an issue at Spaulding.
D. The need for a small intensive alternative program (i.e., Bud Carlson Academy) is clear.
Five key design elements of the proposed new/third high school:
1. Integrated curriculum organized around solving problem and answering questions – focus on relevance, application, and depth of learning (rather than coverage of material).
2. Community/adult world collaboration – both in & out of school – built into the program/schedule.
3. Competency or outcome-driven curriculum, instruction, assessment system - clearly defined learning goals directly assessed with course credit determined by real demonstrations of learning rather than seat time or traditional averaging. Much greater accountability for student learning.
4. Graduation when ready (goals met) – not sooner nor later. No more four-year assumption.
5. Organizational/management structure designed for flexibility, creativity, continuous improvement, and responsiveness to student needs. A degree of autonomy – with full accountability for results.
Operational budget: same per pupil operating expenditures as – or less than – Spaulding High School. No impact on total Rochester School Department annual operating budget.
Start-up budget: estimated at $5 to $10 million – with the goal being to fund it predominantly (if not fully) from outside sources.
Outline of process to-date and moving forward:
* Fall/October 2008 – BSF proposal/vision presented to school board.
* December 2008 – School board votes to explore/consider BSF proposal (first of three key votes).
* January 2009 through December 2009 – Exploration/study phase.
* January- February-March 2010 – Deliberation/decision on whether or not to move forward (second
of three key votes).
If there is a vote to move forward, no school/city funding is to be used at this time. Next steps will
be fully funded by external planning grants.
* Approximately one year from now (if we vote to move forward) – final deliberation/decision by
joint building committee, city council, and school board (third and most critical of three key votes).
* Summer/fall 2012 – if approved, new/third school opens at one-fourth of enrollment capacity… to
rising ninth graders (currently in sixth grade) who choose the school.
* 2015-16 school year – would be the year we settle into a Spaulding of approximately 1000
students, and Bud Carlson of approximately 75-100 students, and a new/third high school of
approximately 400-450 students.
Goals/outcomes (5 to 10 years from now):
* Average daily attendance of 95%-plus across all three schools.
* Suspensions down from 1200-1500/year to under 100 (for all three schools), fighting & bullying
minimized (or close to eliminated), extracurricular participation over 90%, culture of high
expectations (and support) at all three schools, heightened student pride & faculty morale.
* Drop-out rate (cumulative) district-wide of under 3% -- if not zero.
* Post secondary matriculation rates of 90%-plus (up from 60-65%).
* SAT scores exceeding the state average (and more students taking the test), NECAP scores
meeting state & federal proficiency requirements at all three schools (i.e., no SINIs), and double
the enrollment in AP courses (and better scores).
* Stellar NEASC accreditation reports/approvals for all three schools.
* Bottom line… more students (ALL students) learning more and reaching target goals, better
prepared for (and more eager to pursue) post-secondary options, better prepared to find and
pursue meaningful and fulfilling work, and better prepared for (and more motivated to engage in)
civic/citizenship responsibilities. And, due in part to the success of a significantly improved
secondary education system, a better Rochester for all community members and businesses.
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