Philadelphia’s Building 21 Tackles ‘Unfinished Learning’ While Pushing Students to Find Their Passions

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From the outside, Building 21 looks like a typical school in Philadelphia’s West Oak Lane neighborhood: four stories, brick, impersonal. Cops and metal detectors greet students each morning on the ground floor. Its classrooms are devoid of the high-tech hardware typically associated with cutting-edge schools.

But looks can be deceiving. Most weeks, this school sends students to work in high-rise offices, tech firms or a coding center it runs downtown.

In fact, the building’s past history as a neighborhood elementary school may be the only reminder of the big, comprehensive and often unsafe public high schools from which it’s often a refuge. 

Offering a dizzying array of internships, college courses and dual enrollment opportunities, Building 21 challenges nearly all of the conventional wisdom about what an urban public high school should do.

Unlike most urban high schools, Building 21 is small: Enrollment is capped at 400 students, with classes of just 25 or fewer.

It operates under a complex set of teacher competencies that stress the importance of relationships. When conflicts arise, teachers must help resolve them quickly, interfering as little as possible as students work things out. The school was among the first in Philadelphia to introduce so-called restorative practices, an alternative to traditional — often harsh — school discipline. Instead of a lecture or suspension for misbehavior, students often find themselves deep in conversation about what happened, talking with teachers, counselors and classmates to get to the bottom of a conflict and resolve it. These practices, the school maintains, also teach problem-solving skills.

In operation for a decade, it also boasts something most Philadelphia schools don’t: a 94% graduation rate for the past two years. At last count, the district’s four-year graduation rate was 75.4%.

Nabeehah Parker, a 20-year veteran of the district, came to Building 21 in 2022 to run its partnership program. Her goal, she said, was to make it a place where students can have the same opportunities as students at selective schools.

To that end, the school offers a veritable revolving door of experts coming in to teach classes and students heading out for face-time with employers.

It features the kinds of risk-taking and experiences often reserved for students in elite schools. Yet it admits virtually anyone, with open-enrollment policies that match those of the city’s big neighborhood high schools.

Principal Ben Koch started out as a Spanish teacher here, building its world language program around a concept called “total physical response.” Instead of memorizing vocabulary lists and conjugating verbs, students act out stories in the language they’re learning. The audience responds to the actors in a kind of interactive linguistic improv. 

“I saw that just take off,” he said. Students took more risks, retained more vocabulary and learned to speak in full sentences. 

Simultaneously, he organized a class trip to Costa Rica, where students hiked the rainforest, ziplined, helped repaint an elementary school and worked at an elder care center. 

Closer to home, students learn bioscience through a mobile program sponsored by the Pennsylvania Society for Biomedical Research and game design with a teacher who created a mobile app to help schools track inventory. In a cosmetology class, teacher Samantha Bromfield focuses on ensuring employable skills, believing that “everyone should know how to do a range of everything.”

The school’s open-admissions policy is a draw for many families, said Parker, the partnership coordinator. The opportunity for any student to attend, no matter their grades or behavioral record, is “something that parents are looking for.”

But it also means much of Building 21’s energy is spent getting students’ skills up to the level where they can reliably pursue their interests. 

That often takes the form of individualizing assignments and basically personalizing student performance levels. In an English class, all students are writing about topics they’re interested in, but one student may be tasked with writing a cogent essay based on a reading, while another may write one that does more with the reading, incorporating specific details or answering complex questions. 

“What we’re trying to find is that sweet spot where you’re not ignoring the truth of what ‘unfinished learning’ looks like in high school — and you want kids to find themselves and get engaged,” said co-founder Laura Shubilla.

If some of that isn’t sexy or new, she shrugs it off. A lot of what works in education, including systemic differentiated instruction, simply isn’t. “I would say probably we’re more intentional than innovative.” 

As a result, while the school gets a lot of visitors, it doesn’t often appear in the news. These days, one of the main things the school is known for in Philly — a district plagued with decrepit building conditions — is its three-month closure last spring after inspectors discovered asbestos. In May 2023, one day after it reopened, water damage shut it down again, just hours after a big celebratory barbecue. 

“Four o’clock in the afternoon,” Shubilla recalled, “the ceiling fell in.”

A ‘backwards-mapped’ curriculum

The school offers four years of competency-based learning, in which mastering skills takes precedence over seat time. Since students progress at their own rate, each enjoys what amounts to an individualized education.

It turns the idea of grades on its head, offering students the opportunity to submit and re-submit work until it meets high standards. Assignments are graded on a 2- to 12- point scale. If a student hands in a writing assignment that’s adequate or only touches on a few competencies, it might earn an 8 or 9 or lower. If she wants to earn a 10 or 11, she can refer to a chart that lays out the skills associated with such a piece of writing: It must have a compelling hook and strong point of view, cite evidence and acknowledge other perspectives.

Earning a 10 or higher means it’s as good as something a college student — or at least a college-ready student — might produce.

“We did a lot of studying on what it takes to be successful in college and on a job,” said co-founder Chip Linehan, “and we sort of backwards-mapped from there.”

Hassan Durant, 17, a senior, said the curriculum is challenging but worth the effort. “It pushes us to think harder and more on a college-based level,” he said

Understanding how to move up the grading scale was difficult at first, but many students now welcome it.

“A lot of people that I know that feel like they should have scored higher go to the teachers and ask, ‘What can I revise? What can I work on? What can I fix and change to take this from an 8 and bring it up to at least a 10?’” Durant said.

After years of traditional learning and report cards, he said it was difficult to get his parents to understand the subtleties of competency.

He recalled telling his parents, “I’m not really failing, and I wouldn’t say I’m passing, but I am getting the work done and doing what I have to do so that I can pass.” 

Roots at Harvard, MIT

Co-founders Shubilla and Linehan created Building 21 after meeting at Harvard’s Graduate School of Education in 2011, where they studied with renowned scholar Richard Elmore. 

Elmore pushed students to rethink everything. “His question was always, ‘Why does this thing called learning have to take place in this place called school?’” said Shubilla. If not, he would ask, what would you replace it with?

She and Linehan soon realized that they had similar answers: Both believed school should start with an “anchor learning site” connected to opportunities elsewhere.

So they designed a school that both brings in experts from outside and gently pushes students into workplaces. Linehan likes to think of it as making the school “as permeable as possible.” 

Elmore, who died in 2021, also pushed students to confront their biases. More broadly, Harvard’s Graduate School of Education urged teachers to confront bedrock views about their own authority and interact more patiently with students.

“Their saying was, ‘You can’t transform the sector until you transform yourself,’” Shubilla recalled.

Building 21 opened in 2014, and now operates two campuses, one here and another in nearby Allentown. Beyond that, its curriculum is open-sourced, readily accessible to other educators wanting to try their hand at competency-based learning. 

The school’s name is a sly nod to MIT’s fabled Building 20, which for 80 years served as coded shorthand for a center of innovation. After World War II, it became home to dozens of researchers and technologists, including MIT’s legendary Tech Model Railroad Club, widely seen as the first group of computer hackers.

Mastering skills preoccupies much of the first two years here, but the final two take on a different cast, with juniors spending large chunks of the day connecting what they’re learning to their interests through internships and senior projects. 

Last spring, Durant, the senior, spent a lot of time downtown at Launchpad, Building 21’s IT pathway program, to learn the Python computer language. He’s also in the middle of a paid “externship” with Bentley Systems, an engineering software company that specializes in infrastructure. The company — one of 83 outside organizations that partner with the school — sponsors five such positions each spring and summer. 

Last fall, Durant was also enrolled in a public speaking class at La Salle University, one of three colleges where Building 21 students can sign up for dual-enrollment classes. Building 21 also runs three dual enrollment classes onsite through Harrisburg University.

Like many schools that emphasize project-based and competency-based learning, it puts seniors through “capstone” projects that often summarize their learning, scratch an itch or answer a nagging question.

In one case, a student who wanted to start a theater program visited stages at nearby schools and returned to Building 21 with a detailed proposal to create a homegrown initiative, complete with budget, staffing projections and recommendations.

Another surveyed the African-American history curriculum and came away with a keen observation: When it came to Black Americans, it relied heavily on “the oppression narrative” of slavery, racism and subjugation, Shubilla recalled. “And her question was: ‘Why is there not more Black joy in the curriculum?’” 

Not only did teachers listen, they spent the following summer staring down the student’s complaint and eventually concluded that she was right. They redesigned it. 

One teacher later wrote that teaching about racial trauma opens a wound for many students of color that teachers often fail to consider. So the school added more readings and projects built around “enlightenment and empowerment,” such as a study of the crusading journalist Ida B. Wells and others.

Taken together, the experiences resonate with students, who mature quickly as they approach graduation.

Aaliyah St. Fleur, 18, a senior, admitted that she wasn’t really focused on the big picture until last fall, when she met a group of Black women doctors from the University of Pennsylvania Children’s Hospital at a medical conference. She now wants to be a neonatal intensive care nurse — or perhaps a gynecologist.

More importantly, she realized that if she wants to be a doctor, she has to get serious about school. 

“I was on my grades, but iffy about it,” she admitted. “But then once I did the trip, I was like, ‘OK, my GPA has to be higher.’”

Most schools might not sympathize with a student realizing in the spring of her junior year that she must focus to get into medical school, let alone college. But Parker, Shubilla and others said she’s got time to begin building a transcript that will help get her there. Likely it will take a big investment in dual-enrollment classes come this fall, when she begins her senior year. 

No one understands that better than Aaliyah, who knows that her time in high school is short. “I’m actually paying attention.”

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