A Sad Day for Families

Today I learned that my friend Sue Ferguson has passed away. Sue was a tireless and passionate advocate for families well before I met her. As the Chair for the National Coalition for Parent Involvement in Education, Sue worked with education leaders and policy makers to ensure that the issue of family engagement was at the forefront of every educational policy discussion. She brought together both families, educators, and policy makers in an effort to raise awareness about the important role that families play in their children's education.

On a personal note, I only got to see Sue a few times a year when I would run into her at national conferences and events. She was quick with a smile and always had kind words for everyone she met. Her death is not only a personal loss to me but also a tragic loss for the millions of families who's lives she touched indirectly through her work. She will be deeply missed.

New Website Makes Data Priority

The U.S. Department of Education today launched a new website that provides convenient and transparent access to key national and state education data, highlighting the progress being made across the country in every level of the education system and encouraging communities to engage in a conversation about their schools. The United States Education Dashboard, available at http://dashboard.ed.gov, presents important indicators of whether the country is making progress toward the President's goal – that, by 2020, the United States will once again have the highest proportion of college graduates in the world.

Research Based Programs Offered By Alabama PIRC

The following services are available from the Alabama PIRC for schools in Alabama. With the exception of NNPS (which charges an annual membership fee) all services are free for Title I schools and schools in improvement in Alabama.

Family Friendly Walk Through (FFWT):

A Family Friendly Walk Through assists in identifying areas of strength, emerging practices and areas for improvement. Schools receive a final report that highlights the promising practices schools currently implement and provides research-based recommendations for removing existing barriers identified in the process. During a Family Friendly Walk Through, the following areas are assessed:

• · Customer Service.
• · School Environment.
• · School Website.
• · Community Partnerships.
• · School Documents.
• · School to Home Communication.
• · Parent, Teacher and Principal Surveys.

Academy for Parent Leadership Engagement (APLE):

The APLE is a yearlong leadership Academy for teams of parents and teachers. Participants receive intensive training and develop a leadership project to involve parents of student’s not meeting state standards at their own schools. APLE teaches participants how to:

• · Identify and overcome barriers to parent involvement.
• · Understand school report cards.
• · Use a team approach to solve problems.
• · Involve other parents.

National Network for Partnership Schools (NNPS): $200 for schools $300 for districts and organizations

NNPS invites schools, districts, states, and organizations to join together and use research-based approaches to organize and sustain excellent programs of family and community involvement that will increase student success in school. NNPS also guides district leaders to help their schools develop goal-oriented programs of family involvement and community connections, and to meet NCLB requirements for parent involvement.

Family Engagement University (FEU):

The Family Engagement University was created to help professionals, paraprofessionals and community leaders learn best practices in engaging families. The University consists of quarterly training sessions with information related to the research behind family engagement as well as specific strategies schools can use to engage more families. Participants who complete ten hours of training will receive a Family Engagement Specialist Certificate from APEC.

The Alabama PIRC also has a vast array of books and materials for families and schools related to family engagement and student success. Many of the tipsheets and bulletins we print are provided online as well. For more information on these and other PIRC materials contact the Alabama PIRC today. You can reach us at 334-567-2252 or visit our website at www.alabamaparentcenter.com

Alabama Receiving More Than $58 Million for Turnaround Schools

U.S. Secretary of Education Arne Duncan today announced that Alabama will receive more than $58 million to turn around its persistently lowest achieving schools through the School Improvement Grants (SIG) program. These funds are part of the $3.5 billion that will be made available to states this spring from money set aside in the 2009 budget and the American Recovery and Reinvestment Act.

"When a school continues to perform in the bottom five percent of the state and isn't showing signs of growth or has graduation rates below 60 percent, something dramatic needs to be done," said Duncan. "Turning around our worst performing schools is difficult for everyone but it is critical that we show the courage to do the right thing by kids."

The $58,052,413 made available to Alabama is being distributed by formula to the state and will then be competed out by the state to school districts. In order for a school district to apply for these funds, it must have a state-identified "persistently lowest achieving" or a Tier III school -- a school that has failed to meet annual yearly progress for two years and is not identified as a persistently lowest achieving school.

However, Tier III schools can only receive funds once all of the state's persistently lowest achieving schools have received funds. Alabama's application, which includes its list of persistently lowest achieving schools, as defined by the state, can be found here: http://www2.ed.gov/programs/sif/summary/index.html.

School districts will apply to the state for the funds this spring. When school districts apply, they must indicate that they will implement one of the following four models in their persistently lowest achieving schools:

• TURNAROUND MODEL: Replace the principal, screen existing school staff, and rehire no more than half the teachers; adopt a new governance structure; and improve the school through curriculum reform, professional development, extending learning time, and other strategies.
• RESTART MODEL: Convert a school or close it and re-open it as a charter school or under an education management organization.
• SCHOOL CLOSURE: Close the school and send the students to higher-achieving schools in the district.
• TRANSFORMATION MODEL: Replace the principal and improve the school through comprehensive curriculum reform, professional development, extending learning time, and other strategies.

Once schools receive SIG funds, they will be able to begin to spend them immediately to turn around schools this fall. States may apply to the Education Department for a waiver to allow them to spend funds over a three-year period. An additional $545,633,000 has been provided for SIG in 2010 and will be awarded to states to fund additional schools in the 2011-12 school year. The department has also made a request for an additional $900 million for the program in the 2011 budget.

The article above is from a press release issued by the U. S. Department of Education on April 21, 2010.

Turning Around the Bottom 5 Percent: Remarks from Secretary Duncan

These are remarks made by Secretary of Education Arne Duncan on June 22, 2009. The secretary introduced his speech with an overview of his Listening and Learning Tour and a summary of the American Recovery and Reinvestment Act. He occasionally deviated from this prepared text. The remarks are particularly notable as he repeated many of the same ideas at the 2010 National Title I Conference. This gives us a clear indication of how the US Department of Education is planning on addressing our neediest schools as we continue to talk about the reauthorization of the ESEA.

Today, I want to focus on the challenge of turning around our chronically low-achieving schools. These schools have failed to make progress year after year. In some of these schools, the leadership has been replaced, but it hasn't made a difference. Many good teachers have left them and too few good teachers have replaced them. And many dedicated parents and ambitious students have also left and found other options.

The social and physical conditions around some of these schools are horrific. They're often unsafe, underfunded, poorly run, crumbling, and challenged in so many ways that the situation can feel hopeless. That is, until you meet the kids, talk to them, and listen to their dreams of the future. I went to Detroit where two out of three students drop out. However, the seniors I met are all going to college. They know what they want to be and they don't want to waste a minute. I went to a high school on an Indian reservation in Montana where 80 percent of the adults are unemployed. They could name just one student from their school who had completed college in the past six years. I talked to the ninth-graders and they begged to be challenged. They think everyone's given up on them. No one expects them to succeed. Yet, despite bleak conditions, they still believe in the redeeming power of education.

There are approximately 5,000 schools in this chronically underperforming category, roughly 5 percent of the total. About half are in big cities, maybe a third are in rural areas, and the rest are in suburbs and medium–sized towns. This is a national problem— urban, rural, and suburban. I won't play the blame game, but I also won't make excuses for failure. I am much more interested in finding ways to fix these schools than in analyzing who's at fault. States and districts have a legal obligation to hold administrators and teachers accountable, demand change and, where necessary, compel it. They have a moral obligation to do the right thing for those children—no matter how painful and unpleasant. Yet, few districts in America have risen to the challenge. Too many administrators are unwilling to close failing schools and create better options for these children. There are some exceptions: Hartford, Pittsburgh, Denver, New York, Oakland, and D.C.

In a few isolated cases, failing schools were taken over by charter organizations, such as Green Dot in L.A. and Mastery Charters in Philadelphia. Some of these turnarounds are showing real promise. Finally, in a number of cities and states—Alabama, Tennessee, New York, Chicago, Miami, and Baltimore—affiliates of the NEA (National Education Association) and AFT (American Federation of Teachers) have taken over failing schools

I closed about 60 schools in Chicago, some for low enrollment and some explicitly because they were failing academically. We reopened about a dozen of these schools with new leadership and staff. Some are run by the district, and some are run by the Academy for Urban School Leadership, a non–profit partner. All of them use union teachers. Today, these schools are doing much better. Our first two turnarounds—Dodge and Williams—have more than tripled the percentage of kids meeting standards in five years. Sherman Elementary saw a five-point jump in the percentage of students meeting standards in the first year. Harvard reduced absences by five days per student in the first year. And Orr High School saw a 15-point jump in attendance in its first year.

Turnarounds aren't easy. It requires you to build trust with parents. The way it plays in the media can polarize people. Some adults are still protesting me back in Chicago for closing schools, but it was the right thing to do. The parents in these turnaround schools now talk about their kids “looking forward to school for the first time,” coming home and “talking about their teachers.” They say it's “a totally different atmosphere” even though it's the same schools with the same kids and the same socioeconomic conditions. It gives you hope that anything is possible with enough effort and determination and the right people. That's what we need in schools all over America. The fact is there are still way too many schools that don't pass the “would we send our own kids there?” test. And some of them, by the way, are charter schools. The charter movement is one of the most profound changes in American education, bringing new options to underserved communities and introducing competition and innovation into the education system. All across America we see great charter schools, from Noble Street in Chicago to IDEA Academy in Texas, Inner–City Education Foundation and Partnerships to Uplift Communities in Los Angeles and Friendship Public Charter Schools in D.C. What I like most about our best charters is that they think differently.

There are approximately 5,000 schools in this chronically underperforming category, roughly 5 percent of the total. About half are in big cities, maybe a third are in rural areas, and the rest are in suburbs and medium-sized towns. This is a national problem—urban, rural, and suburban.

The Denver School of Science and Technology serves grades six to 12 . They take the sixth–graders on college visits. Those children spend years choosing a college— instead of months—and 100 percent of their graduates go on to four–year colleges and universities. North Lawndale College Prep is in one of Chicago's most violent neighborhoods, yet they cut security staff and hired social workers instead. That extra personalization is one reason that more than 90 percent of their graduates are going to college. I was just at the North Star Academy Charter School in Newark (N.J.), where they have reversed the achievement gap. Their kids are outperforming others in the state and every single graduate was accepted into a four-year college. These results speak for themselves.

So, I'm a big supporter of these successful charter schools and so is the president. That's why one of our top priorities is a $52 million increase in charter school funding in the 2010 budget. We also want to change the law and allow federally funded charters to replicate. But the CREDO (Center for Research on Education Outcomes at Stanford University) report last week was a wake–up call, even if you dispute some of its conclusions. The charter movement is putting itself at risk by allowing too many second–rate and thirdrate schools to exist. Your goal should be quality, not quantity. Charter authorizers need to do a better job of holding schools accountable—and the charter schools need to support them—loudly and sincerely. I applaud the work that the Alliance is doing with the National Association of Charter School Authorizers to strengthen academic and operational quality. We need that, and we also need to be willing to hold lowperforming charters accountable. I closed three charter schools in Chicago and turned away more than 100 proposals because they were not strong enough. There should be a high bar for charter approval, and in exchange for real and meaningful autonomy there must be absolute accountability.

In some states—and the CREDO report singles out Arizona, Florida, Minnesota, New Mexico, Ohio and Texas—accountability is minimal. That's unacceptable, and instead of hearing it from me or from CREDO, the education community should hear it from you. Just as the American Bar Association polices the legal community and the AMA (American Medical Association) does the same for the medical profession, you must get more serious about accountability. I want to salute the California Charter Schools Association, which recently announced an accountability proposal that links charter renewal to student achievement and growth. We should watch this closely and see if it can become a model for other states.

We also need to work together to help people better understand charters. Many people equate charters with privatization and part of the problem is that charter schools overtly separate themselves from the surrounding district. This is why opponents often say that charters take money away from public schools, but that's misleading. Charters are public schools, serving our kids with our money. Instead of standing apart, charters should be partnering with districts, sharing lessons, and sharing credit. Charters are supposed to be laboratories of innovation that we can all learn from. And charters are not inherently anti-union. Albert Shanker, the legendary head of the American Federation of Teachers, was an early advocate. Many charters today are unionized. What distinguishes great charters is not the absence of a labor agreement, but the presence of an education strategy built around common-sense ideas: More time on task, aligned curricula, high parent involvement, great teacher support, and strong leadership.

All of these qualities exist in good traditional schools as well. We know what success looks like. I see it the moment I enter a school. It's clean, orderly, the staff is positive and welcoming, and the kids and the classroom are the focus. I see award-winning school work on the walls. I see discipline and enthusiasm in the children. I see parents engaged and teachers collaborating on instruction. The hard part is to replicate those conditions everywhere, and you need to challenge yourselves and challenge each other to turn one success into a hundred and a hundred into 200. At the same time, when you see charter schools that are not measuring up don't defend them or make excuses for them. Admit that the adults in that building, for whatever reason, just can't get it right and something has to change.

Children have only one chance for an education. You're giving them that chance. That's an enormous duty and I am grateful for every one of you who willingly took on that responsibility. I'm especially grateful to those of you who are succeeding. But I came here today to ask you to do even more. We need everyone who cares about public education to take on the toughest assignment of all and get in the business of turning around our lowest–performing schools. That includes states, districts, nonprofits, forprofits, universities, unions, and charter organizations. I know your typical approach is to start new schools with a few grades and ramp up over time. I respect that approach. It's a smart, successful strategy and we don't want you to stop. The president and I have expended a great deal of political capital urging states to lift charter caps and allow more charters to open—and states are responding. Illinois raised its cap and Tennessee came back into session to pass a charter expansion proposal.

But over the coming years, America needs to find 5,000 high–energy, hero principals to take over these struggling schools—and they will need a quarter of a million great teachers who are willing to do the toughest work in public education. We will find them in the union ranks and the charter community, the business world and the nonprofit sectors. We won't find them overnight. I don't expect a thousand to show up next fall. We can start with one or two hundred in the fall of 2010, and steadily build until we are doing 1,000 per year. We have great charter networks like Aspire, KIPP, Achievement First and Uncommon Schools. You're steadily getting to scale. Today, I am challenging you to adapt your educational model to turning around our lowest–performing schools. I need you to go outside your comfort zones and go to underserved rural communities and small cities. We are asking states and districts to think very differently about how they do business. Your knowledge and experience can help shape their thinking.

Just as the American Bar Association polices the legal community and the AMA (American Medical Association) does the same for the medical profession, you must get more serious about accountability.

We have a lot of money to support this work. Aside from the $5 billion in the Race to the Top and Invest in What Works and Innovation funds, we have $3.5 billion in Title I school improvement grants. We're seeking another billion and a half in 2010. That's $5 billion specifically targeting turnarounds, providing hundreds of thousands of dollars above normal funding levels for every turnaround school. And with the support of Congress, we will have even more money in subsequent years to support this work. Leading foundations and the national education unions are both interested in turnarounds. Nonprofits like New School Venture Fund, Teach for America, the New Teacher Project and New Leaders for New Schools will also play a role. In the coming months, we will develop an application process that spells out exactly what we mean by turnarounds—but let me paint a rough picture for you.

At a minimum, for a turnaround to succeed you have to change the school culture. In most cases, simply replacing the principal is not enough. We want transformation, not tinkering. We have four basic models in mind. Some will work better in big cities while others are more suited to smaller communities. And we're still working this through, so we welcome your ideas.

The first option is based on what we did in Chicago. We awarded planning grants in the fall so new principals and lead teachers could develop and adapt curriculum to better meet the needs of the students. During the spring, they begin recruiting teachers and they take over the school in June. Under this model, the children stay and the staff leaves. Teachers can reapply for their jobs and some get rehired, but most go elsewhere. A few leave the profession, which is not all bad. Not everyone is cut out for teaching. Like every profession, people burn out. In our view, at least half of the staff and the leadership should be completely new if you really want a culture change, and that may very well be a requirement of the grants.

Our second option also involves replacing the staff and leadership and turning it over to a charter or for-profit management organization. As I mentioned, Green Dot, Mastery Charters and AUSL are doing this, but we need more of you to get in the game. I know this is tough work, but there is an upside. You start with a school full of kids so there is no student recruiting and you also get a building, which has been a big obstacle for many charter operators. Obviously, you need to build a full staff more quickly, but that can be done. I am confident that many charter operators will figure this out and succeed brilliantly. I also recognize that you won't always succeed. I accept that, but what I won't accept is a nation that turns its back on millions of children in failing schools while successful models are flourishing in the next community or the next town.

Our third turnaround model keeps most of the existing staff but changes the culture in the following ways. Again, we are open to input on this, but at a minimum:

• They must establish a rigorous performance evaluation system along with more support, training, and mentoring.
• They must change and strengthen the curriculum and instructional program.
• They must increase learning time for kids during afternoons, weekends, and in the summer, and provide more time for teachers to collaborate, plan, and strategize.
• And principals and leadership teams must be given more flexibility around budgeting, staffing, and calendar.

They must use everything we know about how to create a successful school culture—but do it all at once—with enough resources to get the job done. This approach makes more sense in smaller communities where there isn't a ready supply of new teachers and leaders, and where the current staff won't have other job options. This model also gives unions an opportunity to take responsibility for fixing schools without replacing staff. We are beginning a conversation with the unions about flexibility with respect to our most underperforming schools. I expect they'll meet us more than halfway because they share our concern. They understand that no one can accept failure. But we should also be crystal clear: This model cannot be a dodge to avoid difficult but necessary choices. This cannot be the easy way out. It has to work and show results—quickly—in real and measurable ways in terms of attendance, parent involvement, and student achievement. All of these models assume a year or more of planning. We should be starting today to build teams that will take over schools in the fall of 2010. Schools and districts can use Title I funds right now to start the planning process.

The last of our four turnaround models is simply to close underperforming schools and reenroll the students in better schools. This may seem like surrender, but in some cases it's the only responsible thing to do. It instantly improves the learning conditions for those kids and brings a failing school to a swift and thorough conclusion. Now let me also make something very clear: Closing underperforming schools is a state and local responsibility. It's up to state and district superintendents and the political leadership. If they won't make these choices, I can't force them to do it. My job is to support the work—provide funding, help define success, and drive the public consensus toward the desired outcome. But the people who run our schools, and the parents who depend on them, must demand change if they want it to happen.

I came to Washington because I believe in education. I know that change is possible. I know we have the talent and the ideas to succeed. The only question is whether we have the courage to do what's right for kids. We've seen what happens when caution trumps courage. Nothing changes and kids lose. But we've also seen the opposite—where bold leaders have fought the status quo.

And this only works with the full support of the community—the faith-based, the political, the social service agencies, the police, the boys and girls club—and all of the other institutions that serve children and families. A principal can't do this alone. I came to Washington because I believe in education. I know that change is possible. I know we have the talent and the ideas to succeed. The only question is whether we have the courage to do what's right for kids. We've seen what happens when caution trumps courage. Nothing changes and kids lose. But we've also seen the opposite—where bold leaders have fought the status quo. We've seen traditional public schools where creative and dedicated educators built strong teams, boosted parental involvement, and raised student achievement. We've seen it in charter schools where gutsy entrepreneurs abandoned lucrative careers, staked a claim in struggling communities, and now are producing miracles.

There is no shortage of courage in this room. You wouldn't be here if you weren't risk-takers. So I'm asking you once again to put your reputations on the line and take on this challenge. I'm asking for your help because I believe in you. I'm asking because I am hopeful. I'm asking, above all, because our children need you and America needs you. We may never have an opportunity like this again—this president, this Congress, $100 billion, and a broad and growing consensus around the importance of education. So this is our time and this is our moment. This is our chance to transform the one thing in society with the power to transform lives. The path to success has never been clearer.

The education reform movement is not a table where we all sit around and talk. It's a train that is leaving the station, gaining speed, momentum and direction. It is time for everyone everywhere to get on board. Thank you.

You can also read these remarks on the US Department of Education website at http://www2.ed.gov/news/speeches/2009/06/06222009.html

Family Friendly Walk Through

Last week, the staff of the Alabama PIRC were trained on how to conduct Family Friendly Walk Throughs. The project, developed originally by the Arizona PIRC has been used successfully to help schools identify ways they can work with families to create a stronger learning environment for students. The research on family engagement has found that schools need to be the first to reach out to families and invite them to participate in their children's education. However, often schools have unintentionally created barriers to effective family engagement. Having a Family Friendly Walk Through helps the school understand how inviting it appears to the local community.

As a part of the walk through, the PIRC staff assess the school: customer service, school environment, school website, community partnerships, documents, and school to home communication. The walk through consists of a physical tour of the campus, surveys of parents and teachers, an interview with the principal, document reviews and website reviews. Once the assessment is complete, PIRC staff convert the data collected to a report, which is provided to the school as a reference tool for the purpose of creating a stronger learning environment. The report contains areas that were identified as either strengths, emerging practices, or areas for improvement along with specific research based recommendations for improvement.

If you are in a Title I school and you are interested in having a Family Friendly Walk Through, contact the Alabama PIRC today!

What is Public School Choice?

Under the No Child Left Behind Act, parents of children attending Title I schools that are not meeting state academic standards and are identified for improvement may be able to move their children to other public schools that are meeting the standards. This option gives parents the chance to ensure that their children are attending a school that is performing well, while, at the same time, allowing school officials to make improvements in their children’s neighborhood schools. Public School Choice is also an option for parents in the event their child is attending a school that is “persistently dangerous,” or the child has been the victim of a violent crime while on school grounds.

How can I find out if my child’s school has been identified as needing improvement? Yearly school report cards distributed through your child’s school contain detailed information on school performance and district academic performance including whether or not a school has been identified for school improvement. School districts are required to notify parents no later than the first day of school that follows the year the school was identified as needing improvement. This notification must also inform parents that their child is eligible to attend another public school, should identify two or more designated schools that parents may choose, and describe the performance and overall quality of those schools.

What can I do if my school or district does not offer school choice, when my child is eligible? Schools and districts receiving Title I funds must provide public school choice for eligible students as described above. If they do not, parents are encouraged to contact the Alabama Department of Education. (www.alsde.edu)

Does public school choice only include schools in the district where my child is enrolled? Usually. However, there may be situations where children in Title I schools have options to transfer outside their own district. For instance, a school district may enter into a cooperative agreement with another district. This may be necessary when all of the schools in a district have been identified as needing improvement.

Is transportation available for my child if we exercise our right to attend another school designated for choice? Yes, transportation services are available. Priority is given to the lowest achieving children from low- income families in schools required to provide choice.

Can I choose to keep my child in a school that is eligible for school choice? Yes. While the district must offer public school choice, this is an option for parents, not a requirement.

What can I do as a parent if I decide to keep my child at a school that has been identified for improvement?

• Help your child at home by setting high goals, reading together, and monitoring homework
• Make sure that your voice is heard at school
• Make sure the school’s improvement plan focuses on areas where the school is not doing well
• Get a copy of your school’s parent involvement policy from the principal, parent liaison or head of your school’s parent group
• Make sure your school has a school-parent compact that was developed with and approved by parents

For more information about Public School Choice or other issues related to your child’s education, please feel free to contact the Alabama Parent Information and Resource Center. The Alabama PIRC is a clearinghouse with training and information for parents, teachers and administrators with lots of information about educational laws and how effective family engagement can be used to raise student achievement. Contact our office at 334-567-2252 or see our website www.alabamaparentcenter.com.

A Letter from Michelle Obama

This is a busy time of year in the Obama household. Like so many parents all across this country, I watch with a mixture of pride and anxiety as my daughters stuff their backpacks, kiss me goodbye, and move ahead in another school year without so much as a backwards glance.

My girls are now making new friends, tackling challenging new subjects, and moving closer to becoming the strong, confident women I know they can be. But when I see them come home, bursting with excitement about something they have learned or someone they have met, I can't help but think that some of the most influential people in my daughters' lives won't be the ones they socialize with on the playground or read about in the pages of a book—they will be the people who stand up every day in front of their classrooms.

We all remember the impact a special teacher had on us—a teacher who refused to let us fall through the cracks; who pushed us and believed in us when we doubted ourselves; who sparked in us a lifelong curiosity and passion for learning. Decades later, we remember the way they made us feel and the things they inspired us to do—how they challenged us and changed our lives. So it's not surprising that studies show that the single most important factor affecting students' achievement is the caliber of their teachers. And when we think about the qualities that make an outstanding teacher—boundless energy and endless patience; vision and a sense of purpose; the creativity to help us see the world in a different way; commitment to helping us discover and fulfill our potential—we realize: These are also the qualities of a great leader.

Today, more than ever before, we need precisely this kind of leadership in our classrooms. As the president has frequently said, in a 21st-century global economy where jobs can be shipped to any place with an Internet connection and children here in America will be competing with children around the world for the same jobs, a good education is no longer just one road to opportunity—it is the only road. And good teachers aren't just critical for the success of our students. They are the key to the success of our economy.

But the reality is that with each passing year, we are losing more and more of our most experienced teachers. More than half of our nation's teachers and principals are baby boomers. And in the next four years, as many as one third of America's 3.2 million teachers could retire. The U.S. Department of Education projects that by 2014, just five short years from now, our nation's schools will hire as many as 1 million new teachers. And the challenge to our schools is not just an overall teacher shortage but a shortage of good teachers in the schools where they are most essential: high-need schools that face some of the most daunting obstacles but have students with so much potential. We also have a shortage of teachers in subjects like math and science that we know will be critical to our children's future.

Today, we need a new generation of leaders to take their place in our nation's schools. We need passionate, talented, committed men and women to step up and devote themselves to preparing our students to succeed in this new century.

We need universities to double down on their efforts to prepare teachers and to improve and expand effective alternative routes to certify teachers. We need to encourage more experienced professionals to consider teaching as the next chapter in their careers. And we need to treat teachers like the professionals they are by providing good salaries and high-quality professional development opportunities. We need parents to do their part as well to match that leadership in the classroom with leadership at home. We need to set limits and turn off the TV. We need to put away those video games and make sure that homework gets done. We need to reinforce the example that's being set and the lessons being taught at school and make sure that learning continues at home.

And we need government to support significant efforts to recruit and retain teachers and to reward high-performing teachers. Along those lines, President Obama is already investing more than $3 billion to turn around struggling schools. And he has proposed a nationwide Teacher Recruitment Program to attract more people to the profession, especially in high-need schools. I look forward to being involved with this program and encouraging people across America to put their leadership skills to work in our nation's schools.

Much work lies ahead, and it won't be easy. But I am confident that with a new generation of outstanding leaders in our classrooms, we can make a lasting difference in the lives of our young people and a lasting impact on the life of this nation.

This letter to the Editor was published in US News & World Report on Tuesday, October 20, 2009 http://www.usnews.com/articles/opinion/2009/10/15/michelle-obama-teachers-are-key-to-a-successful-economy.html

Go Outside and Play!

Connecting to Nature Formal Partnership Established Among National, State, and Local Park Organizations Looking for a way to improve your child’s mental and physical health? Look no further than your nearest park or natural area. “Numerous studies conclude that time spent in outdoor settings decreases stress, inspires creativity, promotes social development, and encourages physical fitness,” said National Park Service Director Jon Jarvis. “A new partnership among the National Park Service, the National Association of State Park Directors, and the National Recreation and Park Association was recently formed to develop and promote programs and policies in parks and other areas that connect children with nature.” The partnership’s website, www.nps.gov/ChildrenInNature/BestPractices, contains a searchable database of approximately 450 outdoor activities compiled from hundreds of national, state, and local parks and program offices. “This easy-to-use website contains an extensive list of programs about a wide variety of subjects including archeology, art, prairies, pioneers, critters, and camping,” said Joe Elton, President of the National Association of State Park Directors. “Nature is an amazing classroom, and these creative programs make it fun for children to learn about and connect with the world around them.” “The way children understand and experience their natural world has changed radically over the past several decades,” said Lois Finkelman, chair of the National Recreation and Park Association Board of Trustees. “Our three groups will work together to expand recreational opportunities and natural resource education for children and families. In addition, we hope to engage other federal, state, local, tribal, and non-government partners in the effort.” Leaders of the three conservation organizations signed a partnership declaration which contains an action plan to increase public awareness of local and national natural resources. Contact Information Kathy Kupper | 202-208-6843 *This post is a press release from the National Park Service.

September 17 is National Constitution Day

Did you know that September 17 is National Constitution Day and Citizenship Day? Its is the one day a year that the Federal government requires educational institutions who receive Federal funds to teach children about the U.S. Constitution.

The U. S. Department of Education maintains a Web site for finding teaching resources across the Federal government. It is called FREE and can be found at:http://free.ed.gov/subjects.cfm?subject_id=19

Constitution Resources
Meet the delegates who gathered in Philadelphia in May 1787 to rewrite the Articles of Confederation. Learn what issues they faced. Discover the sources that inspired them. Read the essays printed in New York City papers urging ratification of the delegates' proposal. Explore a 200-year timeline showing the impact of the Constitution on our history. Search the Constitution, and see explanations of 300 topics.

Teachers looking for additional resources can also visit The National History Education Clearinghouse (NHEC) Web site at www.teachinghistory.org. The NHEC is funded by the U.S. Department of Education. The NHEC homepage features special, highlighted information on teaching resources for Constitution Day.

In addition, teachers can go to the National Archives and Records Administration's Web site, www.archives.gov.

Celebrate Constitution Day
Read the Constitution in its original form and in a transcript. View Webcasts of Senator Byrd's remarks and discussions on federalism and checks and balances.

The Constitution of the United States
View high resolution scans of the original, signed Constitution. Obtain a transcript. Read an essay about the Constitutional Convention. Learn dozens of fascinating facts about the Constitution. Learn about each of the signers of the Constitution.

Observing Constitution Day: The Signers of the Constitution
Find out about the delegates who signed the Constitution on September 17, 1787.

Observing Constitution Day: The Constitution Game
Explore, in this simulation, how the members of the Constitutional Convention might have felt as they gathered in Philadelphia's Independence Hall and began the task of writing the Constitution.

Teaching With Documents: The Ratification of the Constitution
Uncover the issues involved in the creation and ratification of the Constitution and the new government it established.

Fireworks Safety

I was raised in Southern California where fireworks were illegal because of the tremendous fire risks and health hazards. Now that I live in Alabama I see firework stands popping up everywhere in December and July. Many families buy their own fireworks to celebrate special occasions. If you decide to use fireworks with your family, here are some tips from the U.S. Consumer Product Safety Commission. 

If fireworks are legal where you live and you decide to set them off on your own, be sure to follow these important safety tips:

• Never allow children to play with or ignite fireworks.
• Read and follow all warnings and instructions.
• Be sure other people are out of range before lighting fireworks.
• Only light fireworks on a smooth, flat surface away from the house, dry leaves, and flammable materials.
• Never try to relight fireworks that have not fully functioned.
• Keep a bucket of water in case of a malfunction or fire.

Remember, the safest fireworks are the ones lit by professionals! Check your local paper to find shows near you!

Summer Art Activity

Does anything scream summer more than a hot dry sidewalk and sidewalk chalk? I don’t think so! Consider the arts when you are spending time with your children this summer. One of my favorite summer activities is making sidewalk art. Before you start, consider watching the movie Mary Poppins with your child for inspiration!

While your children are out of school take them to a local museum. Most cities or towns have at least one museum. Some have paintings and sculptures, and others have local historical items. Often the museum has staff that can give you more information about the exhibits. Follow the visit with a bucket of sidewalk chalk and try to recreate the pictures you saw on your trip. You can have art contests to see who has the most colorful pictures or who has the most imaginative pictures. Art is an important part of a well-rounded education, but often it’s the first thing cut when education funding is lost. Spend some time with your child this summer making your own art and the time will be well invested.

Summer Science Anyone?

This summer, plan to talk to your kids about science. Its all around us, literally. This weeks blog activity is stargazing, and I don't mean at the supermarket checkout!

If your kids are young, take a couple of blankets out to the yard and lie down together to look at the stars. Talk about landmarks like the North Star, the Big Dipper, and any other constellations you might know. If your kids are in elementary school, try to go further afield. You could do your stargazing in a local park. Maybe do it in a variety of places and talk about the differences. Take your kids to the library and check out books about the stars and the planets or let them use the web to look up interesting facts. 

The important part is spending time with your kids. Sparking their interest in astronomy is just a fun by-product!