Restructuring
The physical structure of Brockton High School, which opened in 1970, consists of four large academic buildings, each housing approximately 1,000 students. In 2000-2001, the school began an organizational restructuring effort with two major goals: raising student academic achievement and personalizing the educational experience.

Brockton student art work has won national awards.
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With a Smaller Learning Communities Implementation Grant from the U.S. Department of Education, the school is addressing its academic goals by focusing on literacy in all classes, grades nine-12. Every teacher integrates reading, writing, speaking, and reasoning into his or her approach to teaching. Creating smaller learning communities (SLCs) within each house addresses the second goal of personalization. Freshmen are randomly assigned to SLCs of 400-500 students within one of the four houses where they take all their core classes. Students take electives, athletics, and band outside the house structure, giving them opportunities to meet other students beyond their respective houses. An on-site student-run restaurant provides entrepreneurial experiences. The next phase of restructuring will focus on personalizing the school by creating themes/interest areas for each of the houses, such as business and finance, health and science, human services and law, and communication and the arts.
Further personalization takes place within each SLC. Teacher teams provide back-to-back English and math instruction for one and a half hours in adjoining rooms, giving teachers the flexibility to move students within those periods to receive extra instruction as necessary. Special education teachers on each team provide more intensive focus for students with individualized education plans.
Junior and senior student mentors assigned to each homeroom provide extensive support to freshmen as they make the transition into high school. Mentoring activities that begin with a summer freshman orientation continue regularly throughout the school year.
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