changing of the guard

Denver middle school principal tapped to lead Northfield High

PHOTO: Ann Schimke
Northfield High School opened in fall 2015 with about 200 freshmen.

Denver’s Northfield High School, which has gone through several changes since its tumultuous start and the abrupt departure of its founding leader, has named a new principal for next year.

Amy Bringedahl is currently the principal of Merrill Middle School in southeast Denver. Before that, she was an assistant principal at several Denver schools, including South High. She’s been an educator for 23 years in both Michigan and Colorado.

Bringedahl said she wants Northfield to be the top high school in Denver Public Schools while staying true to its vision of an inclusive and tough academic program.

Northfield, which is located in northeast Denver and started this past fall with ninth graders and a plan to add a grade every year for the next three years, was designed to erase academic divides by offering the rigorous International Baccalaureate program to all kids.

“I am a very competitive person,” Bringedahl said, “and with the potential that’s there, I see nothing that would bar us from creating a world-class education for all of our kids.”

Amy Bringedahl
Amy Bringedahl

Bringedahl was one of two finalists for the job; the other, Stacy Parrish, is a principal resident at North High School. DPS announced Bringedahl’s hire to the Northfield community Wednesday.

Retired Lakewood High School principal Ron Castagna has been serving as the interim principal at Northfield since founding principal Avi Tropper resigned in October following a district investigation that found multiple instances of inappropriate student discipline at the school.

Tropper was hired in December 2013 to helm Denver’s first new comprehensive high school in 35 years. Ahead of Northfield’s August 2015 opening date, the former New York City assistant principal spent more than a year designing the academic program and recruiting the staff.

Tropper also helped author the school’s lofty innovation plan, which requested waivers from certain state and district rules to allow the school to carry out its program.

Among the characteristics listed in the plan: All students would take International Baccalaureate classes, usually reserved for the highest achievers, in math, science, English, history and a foreign language. They’d also choose two “pathways” of study from a roster of electives including biomedical science, engineering, studio arts and theater.

The plan also calls for students to attend school from 8:45 a.m. to 4:45 p.m. because research shows teenagers need more sleep in the mornings; to abide by a dress code that prohibits hoodies, yoga pants and clothing with words on it; and to participate in physical education every day.

Interest was high. Northfield was the second-most requested high school in all of DPS for this school year. It opened with a diverse class of about 200 freshman, many of whom live in the nearby neighborhoods of Stapleton, Montbello and Green Valley Ranch.

District statistics show that a third of the students are white, a third are African-American and a third are Latino — a rarity in a district where most Latino students attend predominantly Latino schools. Half of the students qualify for free or reduced-price lunches, a proxy for poverty.

But there were concerns from the start. Parents wondered how the late release time would interfere with after-school athletics and how the “IB for all” philosophy would play out in the classroom. The dress code seemed overly strict and contradictory: students weren’t allowed to wear hoodies but the school had sweatshirts branded with the Northfield logo for sale.

Parents said the biggest problem was a lack of communication from school leaders.

“It was enough where it created a lot of negative feelings in the community,” said Chris Baumann, a Stapleton parent whose daughter is a Northfield freshman.

Northfield ninth-graders head out of the gymnasium for their first day of classes.
Northfield ninth-graders head out of the gymnasium for their first day of classes.

Baumann said that after months of feeling as though they weren’t being heard, some of his friends and neighbors decided to send their kids to another high school at the last minute.

Two months into the school year, Tropper was put on administrative leave pending the student discipline investigation. In the end, he resigned rather than face being fired, DPS said.

Tropper told Chalkbeat in October that he did nothing wrong in the student discipline cases. He said he resigned because he didn’t believe the district bought into the Northfield vision.

The district tapped Castagna to take his place on an interim basis. A veteran principal with experience leading an IB high school, Castagna said he quickly realized Northfield was aiming to do a lot without having all of the pieces in place. For instance, only one teacher was trained in IB and the school didn’t have an IB coordinator, which is a requirement of the program.

Castagna has since chosen a staff member to fill that role and has helped the ninth-grade teachers develop a curriculum that will give students a good baseline of knowledge to take on the challenging IB classes that will eventually be offered in 11th and 12th grade.

Castagna has also made changes to improve the school’s culture. When he arrived, the atmosphere felt “somewhat chaotic,” he said.

“It wasn’t a very welcoming environment,” Castagna said.

His first two days, he said he watched as adults stood at the doors, opening kids’ jackets to look for dress code violations. A student pointed out that Castagna himself was out of compliance because he’d worn a tie decorated with school buses labeled with the words “School Bus.”

Castagna relaxed the dress code and tweaked the bell schedule. Students now get out of class at 4:20 p.m. so they have 25 minutes to seek extra help from teachers if they need it.

Bringedahl said she’s looking forward to meeting with Castagna and other district officials to learn more about where the school has been and where it’s headed.

“Now that the hiring process is done, it’s time for me to dig into the innovation plan,” she said. Bringedahl added that there are some “great components to it” and that she’ll work with Castagna, the teachers and parents to figure out what’s doable for next year.

Baumann and other parents credit Castagna with stabilizing the school after a rocky start. Thad Jacobs, who lives in Green Valley Ranch and has a freshman daughter at Northfield, noted that communication has improved and the school culture seems more vibrant.

By the time his daughter is a senior, Jacobs hopes Northfield is everything it’s trying to be: an inclusive place with a strong athletics program where all students take high-level classes.

“I think we’re headed in the right direction,” he said.

Here’s the DPS letter announcing Bringedahl’s selection:

Belittled as a child, this Memphis teacher sets a high bar for her students

PHOTO: Ginny Terrell
Ginny Terrell poses with her Aspire Hanley third-graders. Terrell has been teaching for four years and will move to Aspire East in the fall.

Some 20 years ago, Ginny Terrell’s third grade math teacher called her “stupid.” Now, Terrell laughs as she names her current position: a third grade math teacher.

“I was that kid in school that everybody was like, ‘What’s wrong with her?’” said Terrell who has been teaching at the local charter Aspire Hanley for four years and will teach at Aspire East in the fall.

Terrell was held back in kindergarten and struggled from there on. Luckily, she had teachers that stayed with her after hours to give her the support that she didn’t have at home. At that moment, she knew she wanted to be like them.

PHOTO: Ginny Terrell
Ginny Terrell and her Aspire Hanley students.

As middle and high school loomed, Terrell told herself she had two options: sink or swim. So she worked hard — often twice as hard as her classmates, she said — and eventually enrolled in the University of North Texas in her home state.

During college, which took her seven years to complete, Terrell spent time in New Orleans doing service projects, where she often interacted with local youth. Then, she interned at a Title I school, where she noticed that her fellow teachers were unprepared to handle disciplinary issues, and that the “kids weren’t getting what they needed.” (Title I schools, eligible for certain federal funding grants, enroll a high percentage of students from low-income families.)

“I felt like it was the blind leading the blind,” she said.

That work, Terrell said, prepared her for a career in urban education. After graduation, she signed up for Memphis Teacher Residency, an alternative teacher licensing program that places college graduates at urban schools.

“They endure more than I could ever dream of,” she said of her students, 88 percent of whom qualify for free or reduced-priced lunch. “… I can relate a lot to their home lives, their struggling in school and their not wanting to even be there.”

In this installment of How I Teach, Chalkbeat spoke with Terrell about why her decision to teach in urban schools was such a personal one. (This Q&A has been lightly edited and condensed for clarity.)

How do you get to know your students?

I get to know my students by really utilizing my first month of school. I really try to use every moment and every conversation to truly understand each of my students. I give them a little survey that is like a Facebook page on paper the second day they are at school. I send home a survey [for parents to fill out] about his or her child and that helps me know even more. I spend time talking with them at lunch, recess, and moments during instruction. I try to observe how they respond to my questions, how they respond to hard situations, how they respond to their peers and how they handle learning. I use morning meeting time to know each of my students by playing getting-to-know-you games and simply letting them do a show and tell.

Tell us about a favorite lesson to teach. Where did the idea come from?

For a lesson on perimeter and area, our class took a little trip to the playground.They counted blocks and other items around the playground and added them up to get the perimeter. My students tried teaching each other and asked questions during the lesson on the playground. They told me at the end of the year that was their favorite lesson because they could understand it. This idea came from reading a book “Becoming the Math Teacher You Wished You’d Had: Ideas and Strategies from Vibrant Classrooms,” by Tracy Johnston Zager. In the book it discusses the importance of including real life examples students can relate to in math and gave multiple examples in other classrooms. I thought that we should use the playground, which will stick with them because they use it every day and they love it!

What object would you be helpless without during the school day?

An object I would be helpless without during the school day would be our clip system [moved up and down to track student behavior]! They could see where they were at behaviorally and how they can improve at every moment of the day. I could not live without a behavior system in my classroom. It is the basis of giving students structure and consistency. If you do not have a behavior system that is a well-oiled machine, you will not be able to get to your instruction and plan the engaging lessons. The culture you set, from day one, will drive your classroom.

What’s something happening in the community that affects what goes on inside your class?

Something that is happening in the community that affects my classroom is the crime rate. I have heard students coming in telling me they could not sleep because of the gunshots or abuse in their homes. Some of the crime happened on our [school] property between parents. This [hurts] student’s ability to focus, and [discourages] parents from coming to the school or even being involved. Students will start following what they see in their community, [so it] is hard for them to learn how to treat their peers or even teachers in a different way.

Tell us about a memorable time — good or bad — when contact with a student’s family changed your perspective or approach.

One of my students had a hard time functioning in my classroom. She could not really get along with peers and was sad a lot of the time. I reached out to the mom and discussed what was going on with her. Mom shared with me her life story and what has been going on at home. She wasn’t at all playing a victim or making excuses for her child. She instead asked me for help and support. We prayed for each other and I built a beautiful relationship with that family. It is so easy in the heat of the moment to snap or get angry with a student if he or she is not following directions. It showed me to seek to understand first, then take action. I could have done a lot more damage to the student in the classroom if I did not seek to understand. From that point on, I always make sure I take a step back and understand the situation instead of snap judgements. It taught how I can love each student in the way that will benefit them as future contributors to our society.

What part of your job is most difficult?

The most difficult part of my job would be not having enough parent involvement. There will be some parents that were very involved and supported the best they can in and outside the classroom. However, it has been difficult for some parents due to working three different jobs, not having enough resources or just not having the mental capacity to support. I cherish their thoughts and their support, so not having that [makes it] difficult to hold my students accountable outside the classroom.

What was your biggest misconception that you initially brought to teaching?

I thought I had to dumb down my lessons so other students can learn. It is actually the opposite; having high expectations, students can reach the bar you set. I think I viewed my students as “low” academically, but they are not. Maybe they’re behind, but never low. They are so smart and can do anything you ask. It might take some time and you have to go back, but they are able and more than ready.

What are you reading for enjoyment?

“Nothing to Prove” by Jennie Allen and “Hope Heals” by Katherine Wolf and Jay Wolf

What’s the best advice you’ve received about teaching?

If you think you have arrived in teaching, you need to retire.

First Person

I’m a principal who thinks personalized learning shouldn’t be a debate.

PHOTO: Lisa Epstein
Lisa Epstein, principal of Richard H. Lee Elementary, supports personalized learning

This is the first in what we hope will be a tradition of thoughtful opinion pieces—of all viewpoints—published by Chalkbeat Chicago. Have an idea? Send it to cburke@chalkbeat.org

As personalized learning takes hold throughout the city, Chicago teachers are wondering why a term so appealing has drawn so much criticism.

Until a few years ago, the school that I lead, Richard H. Lee Elementary on the Southwest Side, was on a path toward failing far too many of our students. We crafted curriculum and identified interventions to address gaps in achievement and the shifting sands of accountability. Our teachers were hardworking and committed. But our work seemed woefully disconnected from the demands we knew our students would face once they made the leap to postsecondary education.

We worried that our students were ill-equipped for today’s world of work and tomorrow’s jobs. Yet, we taught using the same model through which we’d been taught: textbook-based direct instruction.

How could we expect our learners to apply new knowledge to evolving facts, without creating opportunities for exploration? Where would they learn to chart their own paths, if we didn’t allow for agency at school? Why should our students engage with content that was disconnected from their experiences, values, and community?

We’ve read articles about a debate over personalized learning centered on Silicon Valley’s “takeover” of our schools. We hear that Trojan Horse technologies are coming for our jobs. But in our school, personalized learning has meant developing lessons informed by the cultural heritage and interests of our students. It has meant providing opportunities to pursue independent projects, and differentiating curriculum, instruction, and assessment to enable our students to progress at their own pace. It has reflected a paradigm shift that is bottom-up and teacher led.

And in a move that might have once seemed incomprehensible, it has meant getting rid of textbooks altogether. We’re not alone.

We are among hundreds of Chicago educators who would welcome critics to visit one of the 120 city schools implementing new models for learning – with and without technology. Because, as it turns out, Chicago is fast becoming a hub for personalized learning. And, it is no coincidence that our academic growth rates are also among the highest in the nation.

Before personalized learning, we designed our classrooms around the educator. Decisions were made based on how educators preferred to teach, where they wanted students to sit, and what subjects they wanted to cover.

Personalized learning looks different in every classroom, but the common thread is that we now make decisions looking at the student. We ask them how they learn best and what subjects strike their passions. We use small group instruction and individual coaching sessions to provide each student with lesson plans tailored to their needs and strengths. We’re reimagining how we use physical space, and the layout of our classrooms. We worry less about students talking with their friends; instead, we ask whether collaboration and socialization will help them learn.

Our emphasis on growth shows in the way students approach each school day. I have, for example, developed a mentorship relationship with one of our middle school students who, despite being diligent and bright, always ended the year with average grades. Last year, when she entered our personalized learning program for eighth grade, I saw her outlook change. She was determined to finish the year with all As.

More than that, she was determined to show that she could master anything her teachers put in front of her. She started coming to me with graded assignments. We’d talk about where she could improve and what skills she should focus on. She was pragmatic about challenges and so proud of her successes. At the end of the year she finished with straight As—and she still wanted more. She wanted to get A-pluses next year. Her outlook had changed from one of complacence to one oriented towards growth.

Rather than undermining the potential of great teachers, personalized learning is creating opportunities for collaboration as teachers band together to leverage team-teaching and capitalize on their strengths and passions. For some classrooms, this means offering units and lessons based on the interests and backgrounds of the class. For a couple of classrooms, it meant literally knocking down walls to combine classes from multiple grade-levels into a single room that offers each student maximum choice over how they learn. For every classroom, it means allowing students to work at their own pace, because teaching to the middle will always fail to push some while leaving others behind.

For many teachers, this change sounded daunting at first. For years, I watched one of my teachers – a woman who thrives off of structure and runs a tight ship – become less and less engaged in her profession. By the time we made the switch to personalized learning, I thought she might be done. We were both worried about whether she would be able to adjust to the flexibility of the new model. But she devised a way to maintain order in her classroom while still providing autonomy. She’s found that trusting students with the responsibility to be engaged and efficient is both more effective and far more rewarding than trying to force them into their roles. She now says that she would never go back to the traditional classroom structure, and has rediscovered her love for teaching. The difference is night and day.

The biggest change, though, is in the relationships between students and teachers. Gone is the traditional, authority-to-subordinate dynamic; instead, students see their teachers as mentors with whom they have a unique and individual connection, separate from the rest of the class. Students are actively involved in designing their learning plans, and are constantly challenged to articulate the skills they want to build and the steps that they must take to get there. They look up to their teachers, they respect their teachers, and, perhaps most important, they know their teachers respect them.

Along the way, we’ve found that students respond favorably when adults treat them as individuals. When teachers make important decisions for them, they see learning as a passive exercise. But, when you make it clear that their needs and opinions will shape each school day, they become invested in the outcome.

As our students take ownership over their learning, they earn autonomy, which means they know their teachers trust them. They see growth as the goal, so they no longer finish assignments just to be done; they finish assignments to get better. And it shows in their attendance rates – and test scores.

Lisa Epstein is the principal of Richard H. Lee Elementary School, a public school in Chicago’s West Lawn neighborhood serving 860 students from pre-kindergarten through eighth grade.

Editor’s note: This story has been updated to reflect that Richard H. Lee Elementary School serves 860 students, not 760 students.