Plan rigorous, interactive, and meaningful core curriculum, lessons, activities and approaches to meet learning goals and objectives.

Teacher coaching, modeling, and on-going support are an integral component of intervention design (Walqui, 2011) and critical components of a sociocultural approach to professional learning. Furthermore, educators who employ a generative theory (Ball, 2009) of designing school/program-wide instructional planning are capable of connecting their personal and professional knowledge with what they learn from their colleagues and students in order to implement their instruction and meet students’ educational needs, interests, and inquires. To do this, schools should embed school/program-wide collaborative teaming to plan for curriculum, instruction and assessment through study groups, coaching/mentoring models, lesson study and/or professional learning communities (PLCs).

For example, teachers across New Mexico meet in PLCs to develop instructional plans by using the district level curriculum pacing guides and relating it to New Mexico’s language standards and common core in order to meet language, literacy and content goals. Furthermore, through these PLC gatherings, teachers can share their expertise and experiences about implementing approaches essential toward meeting content and language objectives aligned with multiple learning standards.

Indicators of School/Program-Wide Instructional Planning

The administrator/leadership team:

• assigns students strategically to classrooms and programs, and
• collaborates with teachers to develop instructional guides,
• collaborates with teachers and stakeholders to design, develop and align the school curricula, and
• structures and often leads productive and accountable PLC meetings.

The educator:

1. plans interactive language and content objectives and activities that are measureable by teacher and students connected to multiple languages, such as:
   1. journal-writing,
   2. rubrics (students measure own learning),
   3. feedback (can be oral and in multiple languages),
   4. exit cards (in assigned language),
   5. data notebooks (students keep their own, track progress in assigned language, and write goals for the day), and
   6. differentiation of instruction (in which the teachers use a common language when talking about instruction and know when to adapt).
2. develops meaningful, content-relevant language objectives by recognizing students “funds of knowledge” and language abilities, such as:
   1. practicing presentation skills in multiple languages;
   2. preparing students for the state writing assessment by explicitly modeling the expected format, structure, and content, including voice, and
   3. maintaining the target language if relevant to the goals of the school’s bilingual program model.
3. arranges language and literacy learning through teacher-led and/or student collaborative groups, such as:
   1. teacher repetition of language and content objectives, and
   2. peer-to-peer coaching in multiple languages;

Identify and maximize use of available resources to support teaching and learning.

Implementing bilingual-multicultural program models in New Mexico requires the schools’ leadership to be under the guidance of the Bilingual Multicultural Education Bureau (BMEB). The Bilingual Multicultural Education Bureau (BMEB) processes school/program-wide program goals and monitors the allocation of funds ensuring appropriate use of monies to meet the educational goals of culturally and linguistically diverse (CLD) students. The BMEB provides guidelines for implementation of five bilingual education program models: Dual language, maintenance, transitional, heritage language, and enrichment. It is each individual school’s leadership responsibility to be good stewards of available financial and human resources allocated to them by managing and aligning programming with funding sources. Also, it is the responsibility of leadership to be familiar with program goals that are in alignment with community/tribal needs and interests. Each bilingual education school/program-wide model must support the teaching and learning of CLD/ELs enrolled in the bilingual model by allocating monies for materials, services, and human capital.

Indicators of Resources for Learning in a Bilingual Context

The educator:

1. communicates with leadership about the financial support for materials and services that are needed to meet the educational goals of CLD/ELs for academic success, such as:
   1. books in multiple languages for literacy and content learning,
   2. smart boards,
   3. after-school, weekend tutoring, and summer enrichment programs
   4. cultural enrichment,
   5. community support (whole child approach),
   6. family literacy center,
   7. collaborative outreach programs involving different stakeholders including community and governmental agencies (e.g., health providers, counseling services, clinics, youth centers, and housing liaisons),
   8. technology classes, and
   9. local resources and artifacts in the form of posters, prints, books, guides, people, songs, stories, and agricultural knowledge.
2. assists leadership in identifying human capital and time to support the implementation of the bilingual educational program model goals, such as:
   1. recruiting highly qualified teachers with bilingual and/or TESOL endorsement and/or Native Language certificate and community, preferably local, community experiences and knowledge;
   2. recruiting, screening, and interviewing school-level EL/bilingual coordinators;
   3. bringing in professional development support from the district personnel through ongoing, embedded, based on research, based on data, teacher to teacher professional learning;
   4. implementing weekly teacher collaborations in departmental PLCs or common planning meetings, and once a month with leadership to discuss new research and practices that are needed based on a continuous review of student data;
   5. recruiting a principal as expert instructional leader with community knowledge;
   6. facilitating students, families and community as resources in classroom;
   7. recruiting and supporting indigenous heritage language teachers who see the benefits and challenges of teaching a heritage language;
   8. stimulating parent engagement and participation in school sponsored family nights or cultural nights to promote indigenous languages and cultures in the community;
   9. allowing parents to share their funds of knowledge in support of the curriculum and instruction;
   10. having teachers interview local businesses in the community in order to learn about the assets that the community, families, and students bring to school;
   11. providing opportunities for students to consult each other often for information, and
   12. Implementing culturally-relevant professional learning opportunities for ALL.

Measure and record student learning to inform programmatic and instructional decision-making.

School leaders, including teachers, set program and instruction goals for decision-making starting with community/parent survey/input, administrative-peer-teacher and student feedback, and assessment of student data. Available information is also used to plan for placement and balanced classrooms―balanced by gender, SES, language dominance, proficiency levels. Student data are recorded through performance assessments consisting of any form of measurement in which the student constructs a response orally or in writing (O’Malley & Valdez Pierce, 1996).

Some of the characteristics of performance-based assessment and accountability are the setting of a criteria that are made known in advance. Ideally, the criteria should be collaboratively developed with local families, and community/tribal members. Further, students can be active learners by helping set the criteria and using the criteria in the self-assessing their own performance.

Indicators of Performance-Based Assessment and Accountability

The educator:

1. measures student progress through various forms of performance-based assessment and accountability, such as:
   1. utilizing the Oral Dine language assessment (ODLA), district level assessments, teacher-made assessment, portfolios, projects, and rubrics;
   2. utilizing the Woodcock-Muñoz, IPT, LAS Links, and other Spanish home language assessments;
   3. WIDA ACCESS English language proficiency assessment;
   4. developing holistic biliteracy common language assessments;
   5. conducting formative assessments in the form of teacher observations, anecdotal notes, writing, pair/share, and exit cards;
   6. integrating language skills and content across content areas;
   7. putting up class progress charts toward individual and collective goals;
   8. utilizing Response To Intervention (RTI) plans to measure student achievement;
   9. strongly recommending teacher and student conferencing about editing students drafts before publishing the text;
   10. circulating the room and providing feedback when needed in order for students to better understand the purpose of the activity (checking for understanding in both languages);
   11. using multiple ways of mining data to inform instruction (such as weekly teacher collaboration), and, for example, monitoring their students’ literacy progress to inform their literacy instruction, and
   12. assessment student progress through teacher observation, student self-assessment, computer-assisted learning and data folders.

Implement Bilingual Multicultural Education Program models that embody the sociocultural and local context for teaching and learning.

Ideally, program planning and/or adoption begins with an open dialogue with stakeholders, including parents and the community about their children’s education before adopting a given program model. To do this, schools/programs should have an understanding of and commitment to the local community’s resources, needs, and interests, especially regarding on students’ cultural, linguistic, academic, and socio-emotional well-being.

Indicators of Bilingual-Multicultural Education Program Models

The educator:

1. re-examines the school or program's existing bilingual-multicultural program model, if applicable, using the indicators of effective instructional practices mentioned above.
2. examines how other program models and/or approaches, based on the indicators of effective instructional practices mentioned above, may offer greater benefits or improvements in the education of CLD.

Atrisco Heritage Academy High School is located in the South Valley of Albuquerque. The school is built in the rapidly growing Southwest Mesa area on 65 acres of land and is home to approximately 2,350 students. It is a college preparatory, comprehensive high school that incorporates small learning communities, professional learning communities, and real life experiences to provide a personalized educational experience for all students. In 2008, with the opening of Atrisco Heritage Academy High School, the culture and legacy of the Atrisco Land Grant continues to live on in spirit and in name, proudly carrying forward a name that is deeply rooted in the land, history and culture.

Atrisco Heritage Academy High School values linguistic expression in multiple languages. At Atrisco Heritage Academy High School courses are offered in English, Spanish, and French in an effort to support students in achieving language proficiency. The majority of students are Hispanic/Latino. The students are challenged to reach high academic expectations and are supported in reaching those goals. Atrisco Heritage Academy High School had a school grade of C, but the school earned an A for the category of Student Growth of Highest Performing Students as well as for the category of Student Growth of Lowest Performing Students. Forty-three percent (43%) of English learners attained English language proficiency as measured by the ACCESS for ELLs, and Atrisco Heritage Academy High School had a high number of students who graduated with the APS District’s bilingual seal.

Chaparral Elementary School is nestled in between the Franklin Mountains and part of the sprawling Gadsden Independent School District that embraces the border with both Texas and Mexico. Chaparral Elementary School is a predominantly Hispanic school community that supports its students’ bilingualism by implementing a 50/50 dual language program model strand at the school. Chaparral Elementary School’s one-way dual language values its students’ knowledge of Spanish and English. This is evident in the school’s balanced literacy approach where teachers gauge new students’ abilities based on how to read, write, and comprehend in their strongest language – whether or not that language is English.

The leadership, Laura Pargas and Vicki Arnold, together with the school community have set a goal of becoming a Blue Ribbon School in the future. The teachers, students, and families will strive to accomplish this goal together by valuing the community’s rich linguistic and cultural diversity with strong bilingual approaches in literacy and language across the content areas. Chaparral Elementary School received a school grade of A. Sixty-nine percent (69%) of English learners achieved proficiency in Reading and 67% in Math, surpassing state targets.

Dolores Gonzales Elementary School was the first APS school to implement a 50/50 dual language program model for its students over 15 years ago. The school is named in honor of a well-known pioneer and advocate for bilingual education within New Mexico, Dr. Dolores Gonzales, La Doctora. The school proudly carries on her legacy with its dual language education. Students in the dual language program
receive an enriched education and an opportunity to become bilingual and biliterate. The students at Dolores Gonzales Elementary School develop a solid cultural awareness and appreciation for living in a diverse and multilingual world. Students are given homework, and their progress is continuously assessed in both
English and Spanish.

Teachers at Dolores Gonzales Elementary School believe that in order for their students to excel academically they must begin by building a classroom community that centers around respect. They believe in listening to their students, who they are – this allows them to know the whole child. For the parents at Dolores Gonzales Elementary School the school’s goal to graduate bilingual, biliterate students supports their efforts of ensuring that their children are grounded in their culture, know their language, and maintain communications with their extended family. Principal Lori Stuit and assistant principal Sandra Alvarado have created a school culture that values teachers, students, parents, and community. Dolores Gonzales
Elementary School received a school grade of B. Fifty-eight percent (58%) of English learners demonstrated proficiency in Reading and 59% in Math.

In the heart of the Albuquerque’s international district is where Emerson Elementary School is located. Emerson Elementary School’s motto is “Many Languages, One Emerson” exemplifying how the school community validates the multiple languages spoken by its students and families. Emerson Elementary School’s learning principles are based on SOAR. These are Show Respect, Offer Kindness, Act Responsibly and Reach for Success. Emerson Elementary School’s mission is to create a safe, respectful environment where students are empowered to be responsible and risk-taking learners. Through cooperative efforts, staff, students, and families promote life-long learning and provide for individual needs.

Emerson Elementary School implements a dual language program model that promotes an inquiry-based learning approach supported by Language Arts Units of Study curriculum and a Guided Language Acquisition Design (GLAD). With the leadership of Denise Brigman and Antonio Medina, the school is committed to supporting its dual language staff by providing a monthly opportunity for bilingual teachers to collaborate and study biliteracy planning through a professional learning community and book study. Emerson Elementary School received a school grade of C, with an A in the category of Student Growth of Lowest Performing Students as well as in the category of Opportunity to Learn.

Grace B. Wilson Elementary School’s vision is for its students to master Navajo literacy and grammar with relative ease and become literate in the Navajo language. Grace B. Wilson Elementary School has put into practice a heritage language program model in order to achieve its vision. The Grace B. Wilson Elementary School teachers’ program goals also align to its vision to help students become bilingual in Navajo.

Grace B. Wilson Elementary’s school community has an open door policy inviting families “to come by and see us” any time during the school year. All parents are encouraged to become involved in their child’s education. Parents are ALWAYS WELCOME at Grace B. Wilson Elementary School!

Grace B. Wilson Elementary School’s Navajo language classes implement unique instructional strategies, which are:

1. Emphasis on Navajo literacy.
2. Integrating culture-based arts/activities into language instruction.
3. Navajo Literacy Nights.
4. Use of realia, visual aids, reading materials in Navajo.

Grace B. Wilson Elementary School received a school grade of B. Twenty-three percent (23%) of English learners attained English language proficiency as measured by the ACCESS for ELLs©, which is above the state target. The school staff is very committed to helping and working with all students.

The vision of La Academia Dolores Huerta Charter School is to encourage students’ development of social identity through language, cultural values, and global realities. La Academia Dolores Huerta Charter School serves students in grades 6-8 from the greater Las Cruces area whose population is socio-economically and linguistically diverse. The school’s curriculum, goals and objectives and methods provide its students with an education based on dual language and multicultural education. The school’s mission is to build a curriculum that enables middle school students to achieve high academic standards and personal growth through:

1. promoting multiculturalism and bilingualism;
2. nurturing diverse cultural awareness and appreciation;
3. recognizing and developing the gifts and skills of each student;
4. providing an education equal to or better than that provided by other public or private schools;
5. promoting nonviolence by emulating the principles and spirit of such leaders as Martin L. King, Cesar Chavez, and Dolores Huerta;
6. encouraging students and their parents to maximize their involvement in an interfacing relationship with the school's staff and thereby assisting them to grow in self-motivation, competency, experiences, independence, knowledge and self-worth.

At La Academia Dolores Huerta Charter School students build their self-identity and self-confidence through their performances in mariachi, baile folklórico, for example, and become proud of who they are. Principal Octavio Casillas believes that it is important for middle school students to leave the school with a strong cultural background with the provision of forming a positive self-identity. La Academia Dolores Huerta Charter School has maintained a school grade of B. Sixty-one percent (61%) of English learners demonstrated proficiency in Reading.

See also: Video: ALD4ALL facilitators dancing with students