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  • How school closures provide an opportunity to create better high schools

    How school closures provide an opportunity to create better high schools


    Credit: Allison Shelley for American Education

    Falling enrollments and gloomy economics point to the inevitable: Many school districts in California will close schools over the next decade. So far, they have been mainly elementary and middle schools, but high schools, spared until now, won’t escape, a newly released study by a national research and consulting organization concluded.

    Rather than view closures solely as retrenchment and loss, the authors view “this period of fiscal transition” as an opportunity for districts to redesign high schools that are more engaging for students.

    “This is sorely needed,” wrote researchers Paul Beach and Carrie Hahnel of Bellwether Education Partners, a national nonprofit research and consulting firm. “Educators, policymakers, and researchers increasingly agree: The structure of high school must change.”  

    High school students won’t dispute that. Significant proportions of high school students have signaled they feel disconnected from school, the report notes. One-quarter were chronically absent, and only half said they had a caring relationship with a teacher or another adult at school, according to the state’s latest Healthy Kids Survey.

    The paradox is that redesigning schools “often requires more money, not less,” they wrote, but the transformation is doable through strategies that could include redoing traditional seven-period schedules, expanding dual-enrollment courses with community colleges and apprenticeship opportunities, and creating hubs within a district where multiple high schools can share facilities and courses. Partnerships with government agencies, businesses and nonprofits can help shift expenses, and money from the sale of properties can help pay for new initiatives, like staff housing, they wrote.

    The report, “Navigating Change: Strategies to Strengthen California High Schools Amid Declining Enrollment,” cites examples of districts that are adopting new models, like San Francisco Unified’s health and life sciences learning hub. It offers half-day programs at the University of California San Francisco Mission Bay campus for students in five district high schools with the outside funding that will survive as the district faces a massive deficit and school closings. 

    One way or another, consolidations will happen. After peaking at 6.3 million students in 2005, California’s enrollment has gradually been falling, and hastened by the pandemic, was 5.8 million in 2023-24. The California Department of Finance projects an additional 11% drop of 647,000 students; by 2032, there will be 5.2 million students overall.

    California’s declining student enrollment

    California student enrollment, 2000-’01 to 2023-’24, with projections through 2044-’45

    Credit: California Dept. of Finance, Bellwether Education Partners
    Credit: California Dept. of Finance, Bellwether Education Partners

    As a declining birth rate and fewer immigrants work their way through the system, high schools will feel the impact last, the report said. And those closings will be the hardest to pull off, with the most community resistance.  

    More so than with elementary and middle schools, people have stronger emotional attachments to high schools because that’s where they come of age. They’re their alma maters; their auditoriums, stadiums, gymnasiums and classrooms are after-hours community facilities.

    Districts will more likely cram in middle schools to keep high schools going, said Ron Carruth, who retired as superintendent of El Dorado Union High School District this year and is now the executive director of the California High School Coalition, a new organization that is looking at best practices and new ideas for high schools.

    At some point, resistance will face reality, and districts will have to ask, “Is this a doom cycle?” Carruth said. “There will be a point where a good AP program and challenging academic and career pathways will require a certain size,” Carruth said. “Smaller than that, a school cannot be everything for everybody, particularly in rural areas.”

    Beach and Hahnel, who previously held leadership roles in two California education policy nonprofits — the Opportunity Institute and Education Trust-West — urge districts to get busy on how to consolidate programs and redeploy staff. 

    The Legislature can help by revising state laws that “collectively stifle innovation and create a rigid high school structure,” the report said. At its meeting this month, the State Board of Education discussed potentially granting districts waivers from minimum instructional minutes to accommodate learning opportunities outside the traditional school. It plans to explore the idea further. 

    The report recommends re-adopting the expired pandemic-era relaxation of state laws to simplify selling surplus property so that districts can develop or lease school properties for staff housing, child care centers, or centers operated by local health agencies and nonprofits without red tape.

    Added importance of partnerships

    New partnerships will be critical to expanding student opportunities and reducing costs. The study points to some groundbreaking examples:

    The city of Inglewood is spending $40 million to redesign its main library as an education and innovation center for two high schools in Inglewood Unified, which has experienced a massive, decadelong enrollment drop. The project will include a bridge linking the library to a nearby high school to ensure safe passage.

    High schools and community colleges can both qualify for funding for dual enrollment courses through the College and Career Access Pathways program, especially when college professors teach courses on high school campuses.

    Napa Unified is among the districts whose community schools have tapped into the state’s $4.7 billion Children and Youth Behavioral Health Initiative to create onsite wellness centers and expand mental health services at their high schools — facilities and programs the district could not afford on its own. 

    “It would be a huge benefit if you can put outside health-care and academic providers on high school campuses as they shrink,” said Carruth. “Look for synergies.”  

    Carruth pointed to the passage of Senate Bill 1244, authored by Sen. Josh Newman, D-Fullerton, which the coalition encouraged as a big step in the right direction. Signed into law this month, it removes a restriction that had limited dual-enrollment partnerships to a community college district closest to a school district. The new law will allow districts to enter agreements with other community colleges for courses that the local district cannot or chooses not to offer. “SB 1244 will change the lives of hundreds of thousands of students,” especially in urban areas, where students have lacked a range of dual-enrollment options, said Carruth, who added it may take a few years to reach its potential.

    But beyond the issue of school closing, what’s urgently needed is to step back for a big-picture look at high schools, he said.

    The Newsom administration has done “amazing things for younger kids,” Carruth said, by expanding child care and adding a new grade of transitional kindergarten. “But there has been no similar vision and investments for high schools.”

    Roxann Nazario, a parent advocate and organizer from Los Angeles, said she is disappointed that schools didn’t become more innovative after the pandemic revealed structural weaknesses.

    “Why aren’t we capitalizing to make schools more flexible for kids? I am frustrated they have not evolved,” said Nazario, who was interviewed by the Bellwether authors. 

    She points to her daughter Scarlett, an artistic high school junior, possibly with undiagnosed mild autism, who has struggled to find a school where she can thrive academically and creatively. Ideally, she would be able to take core classes in which she struggles at one school and another school that’s strong in the arts, like Champs Charter High in Los Angeles, where she went last year.

    “A flexible model would meet kids where they are,” she said. “We just settle for what is and don’t push for what’s best.”

    The cost of transporting students to other districts and current funding laws will be obstacles. There is currently no provision for dividing daily per-student funding among districts. A district that offers a minimum of four classes per day receives full funding. But there are discussions to lower the minimum reimbursement to three classes per day to encourage more dual enrollment programs, and that could open the door to further options, Carruth said.

    The state should also re-examine the Local Control Funding Formula, which Carruth said has shortchanged high schools since its adoption a decade ago. The authors of the formula simply added 20% more funding to the base funding amount for seventh and eighth graders to determine high school funding per student. The rationale was that high schools were required to offer 20% more instructional minutes than middle schools. 

    “That (falsely) assumes high school is just a bigger middle school,” Carruth said. “We made a mistake during the creation of (the funding formula) that we didn’t adjust what it costs to run a high school.”

    But with budget forecasters projecting stable, if not lean years ahead, high schools probably won’t get an infusion of funding any time soon. Meanwhile, dropping enrollments, which will lead to declining revenue in many districts, will underscore the study’s call for rethinking how to spend the limited funding high schools will receive. 

    “There’s a pent-up demand for re-envisioning high school,” Carruth said.  

    Added Nazario, “Many kids are just getting by, not thriving.”





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  • Why civic engagement must be integrated into the school dashboard

    Why civic engagement must be integrated into the school dashboard


    State Superintendent of Instruction Tony Thurmond and Chief Justice Patricia Guerrero honored Kennedy High in Anaheim for its outstanding civic learning programs.

    Credit: Courtesy Anaheim Union HSD

    The State Seal of Civic Engagement, approved by the State Board of Education in 2020, marked a vital progression in developing students who are not only academically strong but also civically active and socially aware.

    However, the absence of this seal in the College and Career Indicators (CCI) of the California School Dashboard represents a missed opportunity — until now. Recently, the State Board of Education has requested that the California Department of Education incorporate the seal into the CCI. By incorporating it, we can incentivize schools to cultivate civic responsibility, enhance the relevance of education and elevate student voices. This initiative offers a powerful chance to foster active citizenship, connect learning to real-world challenges, and inspire students to engage meaningfully with their communities.

    The Seal of Civic Engagement, which is affixed to a student’s diploma or certificate of completion, should be added alongside other key indicators like the State Seal of Biliteracy, ensuring it receives the attention it deserves. With local criteria including a minimum GPA of 2.0 in all social science courses and the completion of a civic engagement project, schools would now be held accountable to a higher standard of civic instruction. The inclusion of the civic engagement seal on the California School Dashboard is not only a recognition of student accomplishments but also a catalyst for broader shifts in educational practices that prioritize civic education.

    Incorporating the California Seal of Civic Engagement into the school dashboard will encourage schools to shift away from traditional instructional models and move toward more student-centered approaches. One of the primary benefits is the emphasis on elevating student voice and agency. Rather than positioning students as passive recipients of knowledge, the seal incentivizes schools to create opportunities for students to take on leadership roles, participate in community-based projects and engage in civic dialogue, and ultimately give students a reason to vote and participate in our democracy.

    Student-driven learning experiences will become a central focus, allowing students to take ownership of their education and the role they play in society. This shift fosters not only a deeper understanding of democratic principles but also a sense of responsibility and empowerment. As students take on active roles in addressing real-world challenges, they develop leadership, critical thinking and problem-solving skills, all while becoming more engaged in their communities.

    The connection between civic engagement and student well-being is becoming increasingly evident through research at UCLA and USC. By embedding service learning into the curriculum, schools can create more holistic learning experiences that connect academic content with community service. Civic engagement projects offer students a sense of purpose and belonging, which can significantly contribute to their mental health.

    When students work on projects that address real-world problems, they not only learn about the issues but also engage emotionally and intellectually with the material. Service learning provides an avenue for students to apply what they’ve learned in the classroom to make a tangible impact in their communities, which can enhance their sense of agency and improve their emotional well-being. Schools will be encouraged to develop instructional models that prioritize these types of experiences, ultimately supporting the mental and emotional health of students in ways that extend beyond traditional academic instruction.

    One of the most exciting opportunities provided by the California Seal of Civic Engagement is the potential to integrate civic engagement with career exploration. Schools can align civic projects with career pathway programs, providing students with hands-on learning experiences that are directly related to potential college majors and career interests.

    For example, students interested in public service, environmental sustainability or health care could engage in civic projects that allow them to explore these fields while still in high school. By linking civic engagement with career pathways, schools not only make learning more relevant but also provide students with early exposure to future career opportunities. This shift in instructional focus ensures that students are better prepared for both post-secondary education and the workforce.

    A key feature of the Seal of Civic Engagement is its potential to drive instructional shifts that address pressing societal issues. With its inclusion in the dashboard, schools will be incentivized to create project-based learning opportunities that tackle local and global challenges such as climate change, affordable housing, health care access and mental health.

    By engaging in civic projects that address these critical issues, students develop the skills necessary to analyze problems, research potential solutions and implement action plans. These hands-on experiences prepare students to think critically and creatively, making their learning more meaningful and applicable to real-world contexts. The seal encourages schools to foster a learning environment where students can connect their education to the challenges facing their communities and the world.

    The Seal of Civic Engagement also promotes active citizenship by encouraging schools to design lessons that emphasize democratic participation, voter registration and civic responsibility. By embedding these democratic practices into the curriculum, schools can ensure that students are not only knowledgeable about the issues but also understand the importance of participating in democratic processes.

    This instructional shift prepares students to be informed and engaged citizens beyond graduation, helping to create a more active and participatory democracy. Students who understand the value of their voice and their vote are more likely to carry those values into adulthood, becoming lifelong advocates for their communities and society at large.

    By nudging schools to prioritize civic education, we can prepare a generation of students who are not only academically accomplished but also socially conscious and ready to engage with the challenges of the modern world. From promoting student well-being to encouraging career exploration and addressing critical societal issues, including the Seal of Civic Engagement in the state’s accountability system is a vital step toward creating a more equitable and empowered future.

    •••

    Michael Matsuda is superintendent of Anaheim Union High School District in Southern California.

    The opinions in this commentary are those of the author. We welcome guest commentaries with diverse points of view. If you would like to submit a commentary, please review our guidelines and contact us.





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  • How to keep young Black and Latino teachers from leaving LAUSD

    How to keep young Black and Latino teachers from leaving LAUSD


    Credit: Allison Shelley for American Education

    Este artículo está disponible en Español. Léelo en español.

    Younger Black and Latino teachers are some of the most passionate educators in the Los Angeles Unified School District — and they are also at the highest risk of leaving the profession, according to a new report

    The survey, which involved interviews conducted in early 2024, found that roughly one-third of Gen Z Black and Latino teachers expect to leave their careers in education. Seventy-one percent of those teachers said they expected to do so within two years, either to find a higher paying job or seek a position with a better work-life balance.

    “I thought I would be a teacher forever,” said a Latina high school teacher quoted in the survey report. “I feel very confused and sad that I have to consider leaving something that I’m very passionate about and very good at, and I work so hard at.” 

    LAUSD has made several efforts to boost both pipelines into teaching professions for current students of color and to help teachers already in the district stay where they are, according to Jacob Guthrie, the district’s director of recruitment, selection and retention. 

    “Having a representative workforce means better outcomes for students,” he said in an interview with EdSource. “And the district is committed to providing pathways and support for our Gen Z educators of color so that they can feel supported and they remain with us as district employees.” 

    The survey and report were conducted and written primarily by GPSN, a local nonprofit that seeks to help improve public education in Los Angeles, with a focus on students of color and students living in poverty.

    The work involved a series of focus group discussions conducted in November 2023, and individual surveys with 400 district educators in early 2024. The teachers surveyed were split into two, 200-person groups: Gen Z Black and Latino teachers and a general educator population, which included teachers of all backgrounds. Their responses to a series of questions were analyzed side by side. 

    According to the study, providing affordable health care options and improving work-life balance would make the biggest difference in LAUSD keeping its younger Black and Latino teachers. 

    And advocates say doing so is critical as concerns grow about retention and diversity among the future teacher workforce in Los Angeles Unified. 

    “If we don’t get really serious about the things that they’re raising … in this report, then we have a gap that we are widening, and we might lose some of some really high-quality teachers in the pipeline,” said Jalisa Evans, the founder and CEO of the Black Educator Advocates Network

    Why are younger Black and Latino teachers less likely to stay in LAUSD?

    A quarter of the report’s Black and Latino respondents who are Gen Z, defined as under the age of 30, said they would leave education in pursuit of a higher-paying job. Meanwhile, 27% said they wanted more work-life balance. 

    Burnout was also of concern for nearly a third of Gen Z Black and Latino teachers, the report found — and Evans said “for folks to be newer into the field and already experiencing burnout is a huge sign that there’s not sustainability.” 

    “Burnout specifically has been normalized. And so, for more veteran teachers, it is normal for them to take work home. … It is normal to think that you’re actually supposed to lesson plan at home,” Evans said. “And so, I think newer educators, specifically Gen Z, Black and Latino teachers, they’re experiencing this burnout, and it wasn’t their interpretation of what they were getting into.” 

    In addition to a desire for work-life balance, high costs of housing and living play a key role in younger Black and Latino educators’ desire to leave the district, particularly if they live in an area that is rapidly gentrifying and further from the communities they teach in. 

    Gina Gray, an English teacher, said the topic of affordability comes up frequently among her fellow teachers — with some who are younger having to live with several families under the same roof to sustain themselves financially. 

    “With this much education, with this much skill and knowledge, if you go into another field, you will make more money, but we’ve accepted this wage penalty for educators,” Gray said.  

    “And so to be new and starting out and wanting affordable housing and realizing that the career I’ve chosen has made that where it seems impossible? Do I stay in the career, or do I kind of validate things for myself?”

    Does gender have an impact?

    While the report did not specifically focus on gender, Ana Teresa Dahan, GPSN’s managing director who helped author the report, noted that gender is tied to retention. 

    She emphasized that a lot of younger women leave teaching because they no longer feel the job is conducive to having a family; and, because education is still largely female dominated, Dahan said that exodus has a larger impact on the younger workforce as a whole. 

    “We heard in our focus groups, teachers (saying): “I can’t drop off my kid at school before 7:45, but I have to be at my school by 7:30,’ ” Dahan said. “There’s logistical challenges to being a teacher and then also raising children that I think are being voiced more than previous generations.” 

    Many have also stressed the need for more male teachers of color in the district. 

    What positive feedback did Los Angeles Unified receive? 

    Many have applauded LAUSD for its “grow your own” model of hiring former district students. 

    Specifically, one-fifth of the teachers surveyed in the GPSN report had formerly attended LAUSD and said they wanted to give back. 

    “They go off, they go to college … and they see education as a way to transform their community,” Dahan said. “And that’s why they’re becoming teachers, because they want kids in their communities to have the opportunities they did. That, we thought, was really compelling.” 

    Forty-four percent of Gen Z Black and Latino educators said they wanted to share their love of learning, while 40% wanted to pursue teaching because they were passionate about a subject area. 

    According to the report, more than 85% of district educators also said they feel their individual identity is reflected in their fellow staff and student populations. Most also noted the district had been supportive and helped them grow professionally. 

    What are the current supports for younger Black and Latino educators?

    Guthrie said LAUSD provides a number of opportunities to support retention and career development, including creating pathways for high school graduates to get a teaching credential and programs that support teachers in getting administrative services credentials at no cost. 

    This year, the district has also unveiled a program to help increase pathways into careers in education for students at Black Student Achievement Plan campuses. 

    And for teachers already in the district, Guthrie said LAUSD has been providing special training to administrators on supporting educators of color — and so have career ladder specialists, who can mentor teachers wanting to move up. 

    He also mentioned that the district formed affinity groups for both Black male and female teachers, which will meet six times this year. 

    Why is addressing retention important now? 

    Parents, students and teachers have all stressed the importance of having a body of teachers that reflect their student populations. 

    Maira Nieto has four children attending LAUSD schools — spanning from fourth through 10th grades. She said having Latino teachers who can be culturally understanding is critical, for both students and for parents who want to be more involved with their children’s education. 

    “They are young children; they have to feel at home, like they are welcomed,” Nieto said in Spanish. “If a teacher doesn’t provide them with that, the child, I think, loses interest at an academic level.” 

    Many have also emphasized that younger teachers of color are critical, as they represent the future of Los Angeles’ educator workforce. 

    “That’s a little frightening,” Gray said, “to think that some students will go through the whole system and possibly not have … a teacher they can identify with.”

    What other kinds of workplace support would help? 

    Providing affordable health care options and improving work-life balance would make the biggest difference in keeping Gen Z Black and Latino educators in LAUSD, according to the report. Other respondents called for receiving incentive bonuses earlier and having improved family leave.  

    Many teachers in the survey also said they wanted more professional development focused on social-emotional learning strategies, and more than half reported dealing with behavioral issues in the classroom — a burden sometimes disproportionately placed on teachers of color, Evans said. 

    “Are they being overly used in a way that is just based off of their identity? Are they having to carry the burden of being the school’s disciplinarian?” Evans said. 

    “And if so, LAUSD should definitely look at their school leadership to think about how they can support all staff members to be able to build relationships with their students and to be competent in this idea of classroom management.” 

    While LAUSD does provide Black educator networks for both men and women, Gray said affinity spaces provided by the teachers union, United Teachers Los Angeles, have really made all the difference. 

    Meanwhile, Guthrie said he is “not aware” of similar networks for Latino teachers. 

    “The districts, the school sites, they need to be intentional about retaining teachers of color … making sure that sometimes how our students feel othered, that we don’t feel othered on these same campuses,” Gray said. 

    “Be intentional with it. Be focused on it. Understand that we need support in order to sustain the career, and we want to stay.” 





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  • College is one of life’s ‘biggest investments.’ A new report asks — is it worth it?

    College is one of life’s ‘biggest investments.’ A new report asks — is it worth it?


    Credit: Julie Leopo / EdSource

    A new report released by the College Futures Foundation finds that while a large majority of California college programs allow graduates to recoup the costs of their postsecondary education in five years or less, a handful leave recent graduates earning less than the typical Californian with only a high school education. 

    The report by researcher Michael Itzkowitz of the HEA Group finds programs that did not result in recent graduates earning more than people with a high school diploma were concentrated at private, for-profit colleges. The paper flags such programs as having no economic return on investment.  

    By contrast, all programs analyzed at the California State University and the University of California had a positive return on investment, measured as the difference between the median graduate’s earnings five years after graduation and the median earnings among Californians aged 25 to 34 with no college education. Less than 1% of programs at both university systems were expected to take more than 10 years to pay off.

    Eloy Ortiz Oakley
    Credit: College Futures Foundation

    Eloy Ortiz Oakley, the president and CEO of the College Futures Foundation and a former chancellor of California Community Colleges, said the report is a response to survey data highlighting increasing skepticism about the value of higher education amid its rising costs. 

    “Paying for a higher education is, in many ways, one of the biggest investments that a student or their family is going to make in their life, second probably only to a mortgage,” he said. “If you think about it, people get a lot more information about other investments that they’re going to make, or other indebtedness they’re getting into, than they do when they invest in an institution of higher education. So we want to make sure that there’s greater transparency and more information for the student and their families when they’re investing in higher education.”

    Oakley said the report is not a judgment on whether a particular academic program should be offered as a result of its economic payoff. Rather, he said the report aims to help Californians to think of a college or university’s value less in terms of its acceptance rate and more in terms of its potential for increasing graduates’ economic mobility.

    Defining ‘return on investment’ 

    The report, “California College Programs That Pay,” analyzes data from the U.S. Department of Education’s College Scorecard to understand the earnings of roughly 260,000 people who graduated from undergraduate certificate, associate and bachelor’s degree programs in California with support from a federal loan or grant.

    Looking at 2,695 programs across 324 institutions, Itzkowitz compared students’ out-of-pocket costs for a credential to the additional money they earn as a result of completing it.

    To judge how much a postsecondary program costs, the study uses colleges’ self-reported data on how much students are responsible for paying after deducting grants and scholarships. That figure includes not just tuition, but also fees, books, supplies and other living costs. This net cost is used to calculate a price-to-earnings premium, a measure of how many years it will take to recoup the cost of a credential. 

    The study makes a couple of simplifying assumptions to calculate that premium. 

    The first is that students will take one year to earn a certificate, two for an associate degree and four for a bachelor’s degree. Those assumptions are not true for many students in practice. For example, only about 36% of Cal State first-year students who started in 2019 completed their degrees in four years. In cases where finishing a program over an extended period of time would be more expensive, the study could underestimate students’ actual costs.

    A second assumption is that every program offered by a given institution cost the same, since cost breakdowns for given fields of study were not available. 

    Finally, the study universe is limited to students who graduated, not those who started a program but didn’t finish it. Previous research suggests students who start a college program but don’t receive a credential tend to earn less than graduates, Itzkowitz said, and are more likely to struggle to pay down debt.

    Report highlights

    Across all programs included in the study, Itzkowitz calculated that 88% prepared graduates to earn back the costs of their credential in five years or less. Median earnings five years after graduation were at least $10,000 more than those of a typical high school graduate for the vast majority of programs, too.

    But 12% of programs left graduates taking five years or longer to recover out-of-pocket costs and, of those, 112 were flagged as having no economic return on investment.

    The report also notes differences across education sectors. Itzkowitz found that 17% of programs offered by for-profit schools had no return on investment, compared with only 1.2% and 1.3% of majors and credentials at nonprofit and public institutions, respectively. 

    One way for-profit institutions differed from their nonprofit and public peers is that the for-profit institutions offered the most undergraduate certificates in the state — and a larger share of those programs resulted in no economic payoff. Two fields, cosmetology and somatic bodywork, stood out as having the most programs with no measured return on investment.

    Still, many programs showed returns even at a one-year time horizon. The report calculated that almost half of programs at public institutions allowed graduates to recoup the costs of their credential within a year. Among private, nonprofit institutions, 7% of programs positioned graduates to earn back their costs within that period. Thirteen percent of for-profit institutions met the same criteria.

    Oakley said that he hopes the report inspires more research into whether higher-earning programs are attracting students of color, where high-return programs are located regionally and how to replicate programs giving the best economic payoff.

    “There are a lot of programs within our public institutions that provide a good return on investment,” he said. “What surprises me is that when we ask those institutions why, they don’t necessarily know why.”

    Other approaches to measuring the value of college

    While the College Futures Foundation report focuses on graduates’ earnings in the five years after they graduate, other recent research has sought to project college-goers’ earnings over a longer time horizon.

    For example, a 2019 report from Georgetown University’s Center on Education and the Workforce ranked 4,500 colleges by calculating their projected returns 40 years after enrollment. That analysis estimates the net present value of a student’s potential future earnings — that is, it balances the costs of paying for a college education today against the potential for higher earnings over time.

    The Foundation for Research on Equal Opportunity in May released a study framing return on investment in terms of how much college increases a student’s lifetime earnings after subtracting the costs of college. Rather than compare college-goers to the median high school graduate, that study estimates what college-goers would have earned had they not pursued higher education. It also takes into account colleges’ actual completion rates, a step that acknowledges the risk to students that start a program but don’t finish it. 

    EdSource receives funding from several foundations, including the College Futures Foundation. EdSource maintains sole editorial control over the content of its coverage.





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  • A guide to what a $10 billion construction bond on the ballot could mean for your school

    A guide to what a $10 billion construction bond on the ballot could mean for your school


    West Contra Costa Unified’s Stege Elementary School in Richmond.

    Credit: Andrew Reed / EdSource

    More than 1 in 4 school districts are asking local voters to approve a record $39 billion in school construction bonds on the Nov. 5 ballot. Those that pass will jockey for some of the $10 billion in matching state funding that Gov. Gavin Newsom and the Legislature are asking voters to approve by passing Proposition 2.

    The facility needs of districts are huge and growing, even as the state’s overall enrollment is projected to decline over the next two decades.

    Decades-old “portable” classrooms are falling apart; many air conditioners are malfunctioning, and classrooms without them are sweltering. Roofs leak, plumbing is corroding, wiring is fraying. 

    Parents worry about open access to insecure campuses. Schools lack room for new transitional kindergarten classes and plans for climate-resilient, energy-efficient buildings. Increasingly popular career and vocational education programs need up-to-date spaces.

    Districts’ priorities will vary, and so will their capacity to pay for them. As in the past, districts with high property values, which often correlate to higher-than-average incomes of homeowners, will have a leg up on their property-poor neighbors in terms of what they can ask their taxpayers to approve. Some districts will check off items on their wish list; other districts will resort to triage, fixing what’s most falling apart.

    In March 2020, amid first reports of a new pandemic on the horizon, statewide voters defeated a state construction bond with an unlucky ballot number. As a result, the state fell further behind in helping districts repair and rebuild school facilities.

    “The defeat of Proposition 13 in 2020 and the pandemic made local districts more hesitant to put bonds on the ballot in 2022, so there is a lot of pent-up need,” said Sara Hinkley, California program manager for the Center for Cities + Schools at UC Berkeley, which has extensively analyzed facilities needs in the state. 

    “The number of bond measures and the total amount reflect the aging and deferred maintenance of California schools, as well as the increasing urgency of HVAC and schoolyard upgrades to grapple with extreme heat.”

    The center estimates that 85% of classrooms in California are more than 25 years old; 30% are between 50 and 70 years old, and about 10% are 70 years old or older.

    Proposition 2 won’t significantly reform a first-come, first-served funding system if it passes, but it will clear out a backlog of unfunded school projects and partially replenish a state-building fund that has run dry.

    With so much on the ballot competing for attention, Proposition 2 may escape many voters’ attention. Here are answers to questions that should help you fill out your ballot.  

    What’s on the ballot this year?

    School districts have placed 252 bond proposals to raise $39.3 billion; 15 community college districts are asking voters to pass $10.6 billion worth of bonds, for a total of 267 proposed bonds valued at $49.9 billion. They range from a proposed $9 billion bond issue in Los Angeles, the state’s largest district, to $3 million sought by Pleasant View Elementary School District for repairs to its only school in Porterville.

    How is school construction funded?

    Unlike school districts’ operating money, which mostly comes from the state’s general fund, school construction and repairs remain largely a local responsibility, paid for by bonds funded by property taxes. Over the past 20 years, voters approved $181 billion in local bonds for public school and community college facility projects, according to the Legislative Analyst’s Office.  

    That compares with $31.8 billion over the same period in state facilities bonds passed for school district and community college construction, plus $4.6 billion from the general fund that Gov. Gavin Newsom directed toward school construction. Altogether, the state has chosen to bear only 17% — one-sixth — of the total costs of school construction since 2001.

    Bonds are essentially loans that are paid back, commonly over 25 or 30 years, with interest. In the past 10 years, interest rates have ranged from about 2% to nearly 5% and now are coming down again. The Legislative Analyst’s Office estimates it would cost the general fund about $500 million annually for 35 years to pay back Proposition 2’s principal and interest.

    What does it take to pass a bond?

    The passage of a local bond requires a 55% approval rate. Despite the higher threshold than a simple majority, voters have approved 80% of local bonds on the ballot since 2001, according to CaliforniaFinance.com. The exception was in 2020, when voters defeated about half of local bonds, along with Proposition 13. The passage rate bounced back in 2022 to 72% — perhaps a good omen for proposals on Nov. 5 . 

    It takes only a 50% majority to pass a state construction bond. A voter survey in September by the Public Policy Institute of California found that 54% of likely voters said they would vote yes on Proposition 2, with 44% voting no.

    The bulk of state funding for school and community college construction came in the early 2000s, during fast-growing enrollment and boom years for the state economy. However, the state issued no state bonds for a decade after 2006. The 2016 bond, Proposition 51, the last that voters approved, allocated $7 billion for K-12 and $2 billion for the state’s 115 community colleges. All of that funding has been distributed. 

    Are there limits to how much districts can tax property owners for school bonds?

    Yes. Property taxes from school construction are capped at $60 per $100,000 of assessed valuation for unified districts, $30 per $100,000 for elementary or high school districts, and $25 per $100,000 for community college districts. A person whose home assessed value is at $400,000 (often significantly less than the market value) could pay up to $240 in annual property taxes in a unified district to pay off bonds’ principal and interest. Districts will stretch out the timeline for projects to stay under the limit.

    How will Proposition 2 be divvied up?

    The $10 billion will split:

    • $1.5 billion for community colleges
    • $8.5 billion for TK-12 districts, allocated as follows:
      • $4 billion for repairs, replacement of portables at least 20 years old, and other modernization work
      • $3.3 billion for new construction
      • $600 million for facilities for career and technical education programs
      • $600 million for facilities for charter schools
      • $115 million set aside to remove lead in school water

    Will all of this money go toward new projects?

    No. 

    Unfunded projects left over from Prop. 51 in 2016 that are deemed eligible for funding will go to the front of the line. That’s how the system worked in the past when there wasn’t enough money to go around, and the Legislature applied the same language to Prop. 2. The rationale is that districts spent time and money hiring architects and engineers and drawing up plans, and shouldn’t be penalized for efforts done in good faith.

    Those existing projects could consume half of the $8.5 billion for TK-12 funding. As of Aug. 31, the Office of Public Instruction, which tracks projects for funding, reported 1,000 school projects requesting $3.9 billion were already in line, with requests dating back to 2022. These break down to 812 modernization projects potentially eligible for $2.6 billion and 189 new construction projects eligible for $1.3 billion. The deadline for school districts to apply is Oct. 31, so the list may yet grow. 

    The Office of Public Construction cautioned that although the districts have filed paperwork, they have not been evaluated and approved for funding by the State Allocation Board under the rules in effect for Proposition 51. Some may have been built with local funding and are waiting for a state match.

    With $40 billion in local projects on the ballot and probably a net of $4 billion available for modernization and new construction, there likely will not be enough to fund more than a portion, leading to the establishment of a new list of unfunded projects.

    How does the match work?

    The state awards matching money to districts to defray the qualifying cost of individual school projects; it does not provide a lump sum award for all of the districts’ requests.  The state pays a uniform amount per student based on a school’s enrollment. Districts with growing enrollment, buildings over 75 years old, and a shortage of space can receive funding for new construction. 

    As with past state bonds, the state will split the cost of new construction; the state will contribute a higher match for modernization projects — 60% by the state and 40% by the district.

    A new feature in Proposition 2 will provide a slightly larger state match — up to an additional 5 percentage points on a sliding scale system to districts with both high rates of low-income students, foster children and English learners, and, to a lesser extent, with a small bonding capacity per student, another measure of ability to issue construction bonds. Low-income districts like Fresno Unified and Los Angeles Unified will be eligible for 65% state assistance for renovations and 55% for new construction, lowering their share to 35% and 45%, respectively.

    Is the formula fair?

    Analyses by the Public Policy Institute of California and the Center for Cities + Schools at UC Berkeley have concluded that the current system favors property-wealthy districts. Property-poor districts serving low-income families can’t afford bonds to qualify for state modernization subsidies to repair and upgrade schools. 

    The center’s data showed that the quintile of districts with the lowest assessed property value — those with a median of $798,000 of assessed value per student — received $2,970 per student in state modernization funding from 2000 to 2023, while the districts in the highest quintile, where the median assessed property value was $2.3 million per student, received $7,910 per student — more than two-and-a-half times as much. 

    Another factor is that matching money is distributed first-come, first-served, which favors large districts and small property-wealthy districts with an in-house staff of architects and project managers adept at navigating complex funding requirements.

    Does Proposition 2 address these complaints?

    To an extent, yes.

    • Proposition 2 would dedicate 10% of new funding for modernization and new construction to small districts, defined as those with fewer than 2,501 students. First-come, first-served wouldn’t apply to them.
    • Proposition 2 would expand financial hardship assistance in which the state pays for the total cost of projects in districts whose tax bases are too low to issue a bond. Eligibility would triple the threshold for hardship aid from a maximum of $5 million to $15 million in total assessed value; additional dozens of mostly rural districts would become eligible. Some have never issued a bond to fix schools that urgently need attention. Since 1998, about 3% of state bond money has been spent on hardship aid.
    • The higher state match for districts with large proportions of low-income students and English learners is a step toward addressing inequalities. However, critics led by the public interest law firm Public Advocates charge that it does not go far enough and uses flawed measures. Districts like 3,500-student Del Norte in the far north of the state  and 46,000-student San Bernardino Unified in Southern California would need an 80% to 90% state match to raise enough money to fix critical conditions and add facilities that property-wealthy districts take for granted, they argue.

    What else is new in Proposition 2?

    The bond will allow districts to seek a supplemental grant to construct or renovate transitional kindergarten classrooms and build gyms, all-purpose rooms, or kitchens in schools that lack them.

    Districts must write an overall plan documenting the age and uses of all facilities when submitting a proposal for Prop. 2 funding. The lack of data has made it difficult to determine building needs statewide.

    What would happen if Proposition 2 is defeated?

    In the last 30 years, voters have nixed state construction bonds twice, but never twice in a row. If voters do that next month, the unmet building needs of districts struggling to address them will mount. The price to fix them will rise, forcing difficult choices on how to scale back and reorder priorities.

    The $9 billion bond issue passed in 2016 would cost $11.8 billion to cover the same work in 2024, 31% more, according to a U.S. inflation calculator. A $10 billion bond passed in 2002 would require $17.5 billon in funding today.

    The escalation in materials and labor costs since the pandemic may continue to soar — or maybe not. Voters on Prop. 2 will have to decide whether to take that gamble.

    “We believe that voters will understand the value of making the critical repairs and classroom upgrades that our students need and deserve,“ said Rebekah Kalleen, legislative advocate for the Coalition for Adequate School Housing or CASH, the lobby representing school districts and school construction contractors campaigning for Prop. 2.





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  • 252 districts place bonds on the ballot; here’s how two would spend the money

    252 districts place bonds on the ballot; here’s how two would spend the money


    El Camino Fundamental High School principal Evelyn Welborn explains how rainwater leaks through hallway windows, causing teachers to use trash cans to collect the water.

    Credit: Andrew Reed / EdSource

    Renovating a high school that swelters in summer and gushes leaks in winter is a priority of a large Sacramento-area district. Replacing an undersized gym with no air conditioning is a priority of a small high school district in Kern County.

    The to-do list varies among the hundreds of school districts that have placed construction bonds before voters on Nov. 5, but urgency is what they share in common. In California, the list of school buildings needing attention is long and growing, compounded by climate change that is exposing more of the state to unprecedented levels of heat and unhealthy air.

    In 2020, anxiety about an unknown virus, Covid-19, led voters to defeat half of the local bonds on the ballot that year and discouraged many districts from placing bonds before voters in 2022. The suppressed demand has resulted in a record 252 school districts seeking $40 billion worth of renovation and new construction projects, including classrooms for the youngest students, transitional kindergartners, and space for “maker labs” and innovative career explorations for high schoolers.

    Many of the districts are hoping to seek financial help from Proposition 2, a $10 billion state construction bond for TK-12 and community colleges, that the Legislature also has put on the Nov. 5 statewide ballot. Passage would begin to replenish state assistance, which has run dry from the $9 billion bond passed in 2016, and create a new list of projects eligible for state help in the future.

    This report is the first day of a two-day look at a sampling of districts from different parts of the state that are asking their voters to pass local bonds. First, we visit San Juan Unified and Wasco Union High School District. Tuesday, read about Modesto City Schools, Fresno Unified and neighboring Central Unified.

    San Juan Unified School District

    San Juan Unified
    • Sacramento County
    • 49,840 students
    • 61% low-income, foster and English learner students
    • $22,243 bonding capacity per student*

    * Bonding capacity is the maximum amount of general obligation bonds a school district can issue at a given time. A district can never go over the ceiling.  For unified districts, it is 2.5% of total assessed valuation; the median in California is $25,569 per student.

    El Camino Fundamental High School in Sacramento was quiet Thursday as temperatures rose to 103 degrees. Few of the school’s 1,300 students lingered in the halls, where there is no air conditioning and open windows provide the only air circulation.

    Even air conditioning in classrooms is not always reliable. Teachers and their students have had to double up with other classes at times when some systems fail.

    The upcoming rainy season won’t offer much relief at the 70-year-old school. Water from leaks travels down walls and into lockers in the halls and drenches expensive machinery in the metal shop.

    In one particularly bad spot, teachers have taken to tying a garbage can to one window with a rope, to collect the water before it floods the hallway floor. 

    School staff must regularly snake out a sewer access that has spewed sewage across walkways students must traverse to enter a classroom.

    Renovating the school is one of the priorities of San Juan Unified School District if voters pass Measure P, a $950 million general obligation bond. The measure will update classrooms, repair leaky roofs, improve school security, provide safe drinking water, and remove asbestos and lead paint from the district’s aging schools.

    The bond will cost homeowners $60 per $100,000 of their home’s value — $300 a year for a house worth $500,000.

    The improvements will improve education and retain teachers, said Superintendent Melissa Bassanelli in a message on the district website.

    “Quality classrooms and good teachers are essential to student learning,” Bassanelli wrote. “If passed by voters, Measure P funds will help the district upgrade career technical education classrooms, math and science labs and ensure that students have access to a well-rounded education including music, visual and performing arts.”

    During a tour of El Camino Fundamental, principal Evelyn Welborn pointed out a crowded biology classroom where 36 students sat elbow to elbow with little space or updated equipment for lab work.

    “We have fantastic programs going on,” Welborn said. “Unfortunately, our building was built in the 1950s, so we’re doing, trying to do 21st century learning in a 20th century building, which doesn’t always work.”

    If the bond passes, El Camino Fundamental could have some buildings renovated and others razed and replaced, potentially with a two-story building, said Frank Camarda, chief operations officer for the district. The buildings that are renovated would be gutted and have new windows, ceilings, lighting, flooring, plumbing and electrical, he said.

    The San Juan district needs $3.5 billion to complete all the work needed at its 64 schools, Camarda said, adding that district leaders expect to get $90 million in facilities funds from the state’s Proposition 2, a public education facilities bond, if it passes on Nov. 5.

    If Measure P does not pass, the district — in a worst-case scenario — would have to focus on repairing and maintaining roofs, heating and air conditioning units, and electrical systems at its schools, Camarda said.

    The district passed a $750 million bond measure eight years ago and used the funds to update schools like Dyer-Kelly Elementary School, located just three miles from the high school. The old elementary school was razed and replaced with a two-story school five years ago.

    Dyer-Kelly Elementary teacher Hallie Lozano engages with a kindergarten student during outdoor playtime.
    Credit: Andrew Reed / EdSource

    Dyer-Kelly Elementary teacher Hallie Lozano remembers the leaky roofs, failing air conditioner, lack of storage and limited number of bathrooms in the 70-year-old school before it was torn down and replaced.

    “That was a big deal, Lozano said. “It was really hard (for teachers) to just get into the bathroom before your next period.” 

    Now teachers and students at the K-5 school have access to numerous bathrooms, assemble in a modern amphitheater and take part in drama productions on a stage in the cafeteria.

    Spacious classrooms now have whiteboards, television sets, bulletin boards and ample storage.

    The school, with about 97% of its 800 students from low-income families and 60% English learners, has become the centerpiece of the community.

    Principal Jamal Hicks says about 150 people show up outside the school each evening to visit and watch their children play on the school lawn and sidewalks. He says the school provides safe, well-lit space that isn’t readily available elsewhere in the community.

    “The school is like a beacon for the entire community,” Hicks said. 

    Updating school facilities at San Juan Unified, a district of 40,000 students, has to be a comprehensive step-by-step long-term process, Camarda said. 

    “You can’t do it all at once,” he said. “You have to keep everything functioning, but you also have to start making some bold moves and replacing the oldest of your inventory. … So we’ve changed our philosophy, and it seems to be working really well.” 

    Wasco Union High School District

    When it rains or gets hot in Wasco — and it’s often scorching — Wasco Union High School often has to resort to a backup plan for P.E. classes because of the state of its current gym. 

    WAsco Union High School District
    • Kern County
    • 1,807 students
    • 89% low-income, foster and English learner students
    • $31,672 bonding capacity per student*

    * Bonding capacity per student is the maximum amount of general obligation bonds a school district can issue at a given time. A district can never go over the ceiling. For high school districts it is 1.25% of total assessed valuation; the median in California is $25,569.

    “Anytime we cannot be outside, (the students) have to sit in the bleachers and do online assignments,” said Millie Alvarado, P.E. department head.

    A new gym with air conditioning is a key project that Wasco Union High School District is promoting as a part of Measure D, a $35.4 million education bond measure on the ballot in this rural Kern County community this November. The bond will cost homeowners $30 per $100,000 of their home’s value – $94 a year for a house worth $314,000, the median value in Wasco, according to Zillow.

    A warm, sunny climate has made Wasco a national leader in rose production, but temperatures that soar above 90 degrees for a third of the year also make it unsafe for students to do anything physically rigorous outside. 

    That wouldn’t be such a problem if Wasco Union High School had an air-conditioned gymnasium, like most high schools in Kern County.

    Wasco’s lone comprehensive high school gym just has swamp coolers, with an evaporative cooling system that is no match for the triple digit heat that hits the region with increasing regularity.

    “We’re trying to really help the community to understand the safety component of it,” said Superintendent Kevin Tallon. “It’s just not a safe campus when you look at the safety standards that other facilities have in most Kern County schools.”

    This year, paramedics were called when a student passed out due to heat during P.E., Tallon added. Athletes who rely on the gym for games, after-school practice or summer conditioning feel the effects acutely.

    “You feel like you’re suffocating,” said Rosalia Sanchez, a senior and varsity volleyball player.

    Principal Rusvel Prado said the roof has been patched over many times but still leaks when it rains. 

    Even when the weather cooperates, the gym does a poor job accommodating the nearly 1,700 students who attend Wasco Union High. For school pep rallies, about half of the student body overflows outdoors. Locker rooms are cramped and unventilated, which Alvarado says is not ideal when 200 to 300 students are changing into and out of gym clothes each class period.

    Measure D was developed with community feedback, Tallon said. The district was able to pass a bond measure in 2008 that modernized and upgraded heating and air conditioning systems for much of the campus, which was built in 1915. But two follow-up bond measures failed — one by a fraction of a percentage point in 2018, and one by 3.3 points in March 2020.

    In the 2008 bond, classrooms took priority over the gymnasium, which dates back to the 1950s. Tallon said that if the new bond proposal passes, it would allow for 80% of the campus to be modernized over the next 20 years.

    Campus security has become a bigger priority for schools in recent years. The bond measure will also go toward upgrading door locks, alarms, cameras, lighting and emergency communication systems. The west section of campus, where career technical and dual enrollment courses are held, is unfenced — a major safety concern in an era of mass shootings, Tallon said. 

    Pathways to college and career have received a renewed focus in California, bringing new facility needs. Wasco Union High’s construction program has a cramped shop without air conditioning. The building that will ultimately house dual enrollment students was set on fire by an arsonist who attacked local schools, according to local news reports. The district owns an off-campus farm that trains agricultural students, but there is no plumbing or safe drinking water — something the bond money aims to address.

    The measure is asking for nearly the full amount of the $36 million bonding capacity of the community. Wasco Union High School District plans to apply for Proposition 2 funds, if it passes. The proposition will prioritize districts like Wasco, where its residents’ incomes are low — 88% of students qualify as socioeconomically disadvantaged. However, Tallon doesn’t believe that proposition or other state funding sources will be sufficient to help the district.

    “We’re sensitive to the fact that it’s a tough economic time right now when it comes to inflation,” Tallon said. “But we also try to provide as much information as we can about the cost of the bond measure to the homeowner. For what you get in return for the quality of schools, we feel it’s money well spent.”





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  • Let’s stop tinkering and really change how schools address mental health

    Let’s stop tinkering and really change how schools address mental health


    Credit: Allison Shelley for American Education

    What are education leaders doing about transforming the way schools address learning, behavior and emotional problems? The current answer, it seems, is: not much.

    We do see increasing discussions among education leaders about transforming education in general. Naturally, much of the focus is on improving instruction and making major changes in how schools are managed (e.g., financed, administered, held accountable). However, when it comes to improving how schools play their role in providing support when students are not doing well, proposals for transformative changes generally are not forthcoming.

    The result: As the number of learning, behavior and emotional problems increases, schools continue to react in inadequate ways.

    What’s wrong with what schools are doing now?

    All schools devote resources to coping with student problems. Some are able to offer a range of student and learning supports; others can provide only what is mandated. In the majority of schools, what is available usually covers relatively few students. More resources would help. But school budgets always are tight, and adding the number of student support staff that advocates call for is really not in the cards.

    In general, districts plan and implement student and learning supports in a fragmented and piecemeal manner, generating a variety of specialized programs and services. Over many years, increasing concern about fragmented approaches has produced calls for “integrated services” and, recently, for “integrated support systems.”

    However, by focusing primarily on fragmentation, policymakers and school improvement advocates fail to deal with a core underlying problem. What drives the fragmentation is the longstanding marginalization in school improvement policy of the role schools must play in addressing barriers to learning and teaching.

    A fundamental challenge for education leaders and policymakers is ending this marginalization. Meeting the challenge requires escaping old ways of thinking about how schools address learning, behavior and emotional problems.

    What might a transformed approach look like?

    Addressing the pervasive and complex barriers that impede effective teaching and student learning requires a systemwide approach that comprehensively and equitably supports whole-child development and learning. This involves districts and schools rethinking how they frame the practices they use to address learning, behavior and emotional problems.

    In this respect, the current widespread adoption of some form of a multitiered “continuum of interventions” (commonly known as MTSS) is a partial step in the right direction. This framework recognizes that a full range of intervention must include a focus on promoting whole-student healthy development, preventing problems, providing immediate assistance when problems appear, and ensuring assistance for serious and chronic special education concerns. But moving forward, our research has clarified the need to reframe each level of intervention into subsystems designed to weave together school and community resources.

    Moreover, our research indicates that the various programs, services, initiatives and strategies can be grouped into six domains of classroom and schoolwide student and learning support. The six arenas encompass interventions that:

    • Embed student and learning supports into regular classroom strategies to enable learning and teaching
    • Support transitions (e.g., new grade, new school, before/after school, during lunch and other daily transitions)
    • Increase home and school connections and engagement
    • Respond to — and, where feasible, prevent — school and personal crises
    • Increase community involvement and collaborative engagement
    • Facilitate student and family access to special assistance.

    Organizing the activity in this way helps clarify what supports are needed in and out of the classroom and across each level of the continuum to enable effective teaching and motivate student learning.

    We recognize that the changes education leaders are already pursuing represent considerable challenges and that the changes we discuss can be daunting.

    But maintaining the status quo is untenable, and just doing more tinkering will not meet the need.

    Transforming how schools play their role in addressing barriers to learning and teaching into a unified, comprehensive and equitable system that is fully integrated into school improvement policy and practice is essential to enhancing equity of opportunity for students to succeed at school and beyond.

    •••

    Howard Adelman and Linda Taylor are co-directors of the Center for MH in Schools & Student/Learning Supports at UCLA, an initiative to improve outcomes for students by helping districts and their schools enhance how they address barriers to learning and teaching.

    The opinions expressed in this commentary represent those of the authors. EdSource welcomes commentaries representing diverse points of view. If you would like to submit a commentary, please review our guidelines and contact us.





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  • Getting California’s millions of kids to access free money relies on community partnerships

    Getting California’s millions of kids to access free money relies on community partnerships


    Credit: Ekrulila/Pexels

    When Stephanie Martinez Anaya was a senior at Hamilton High in Anza in 2023, her college success coach told her about scholarship money for college or career training. 

    The money — between $500 and $1,500 automatically deposited and waiting in an interest-bearing savings account — is from the California Kids Investment and Development Savings program (CalKIDS), a state initiative for eligible low-income students and English learners enrolled in the public school system. 

    Launched in 2022, CalKIDS is intended to help families save for and lower the costs of college or career training.

    “Even if expenses come up,” Martinez Anaya said, “I won’t have to worry about that.” 

    And unexpected expenses did arise once in college. She ended up using her $530, $30 of which was interest, to purchase homework access for her classes at the University of California Riverside. 

    Now, Martinez Anaya promotes CalKIDS as a coach for the California Student Opportunity and Access Program, or Cal-SOAP, assisting high schoolers with college and scholarship applications. 

    The Cal-SOAP-CalKIDS partnership illustrates how the state can raise awareness about CalKIDS by using personal, relatable stories in local communities, said Libby Schaaf, co-author of Advancing CalKIDS, a research report on strategies to increase the college participation rate for low-income families. 

    Her research reinforces that CalKIDS must increase, incorporate and integrate community partnerships into each aspect of its outreach to expand access among eligible students. 

    Schaaf, former mayor of Oakland and co-founder of Oakland Promise, a nationally recognized cradle-to-career program, conducted the research while a fellow at The EdRedesign Lab at the Harvard Graduate School of Education

    Who’s eligible?

    Low-income public school students and English learners, identified by the California Department of Education, are automatically awarded $500 if they: 

    • Were in grades 1-12 during the 2021-22 school year
    • Were enrolled in first grade during the 2022-23 school year, or 
    • Are first graders in subsequent school years, meaning the number of eligible student accounts grows each year. 

    An additional $500 is deposited for students identified as foster youth and another $500 for students classified as homeless. 

    Children born in California, regardless of their parents’ income, are now granted $100 in an account. More than 1 million newborn accounts are currently eligible.

    Over 3.9 million school-aged children now qualify for at least $500 in free money with CalKIDS. 

    As of March 31, only 12% of students had registered for their CalKIDS account, up by nearly 4 percentage points since last year but still far from reaching most of the state’s students.

    Not quite 3 years old, “CalKIDS is still in its early development stage, so now is an impactful time to explore potential refinements and additions to its operational and programmatic approaches,” Schaaf said in her report. 

    Schaaf’s research recommends strategic actions to increase the number of claimed accounts. 

    “A lot of the challenges are going to require other people to step up,” she said. “Some might require counties or school districts to take more actions.”

    The CalKIDS team has started implementing some of those strategies. 

    “My dad didn’t finish college, himself,” Schaaf said, reflecting on the personal experience that led to her work. “He was a traveling shoe salesman, and he made this big point of how important education was. He started investing and built up these little funds for me and my sister to go to college.”

    As the mayor of Oakland from 2015 to 2023,Schaaf built Oakland Promise, a cradle-to-career and savings account program that features personalized financial coaching and other resources and is now a national model for its comprehensive system.  

    Schaaf’s research, conducted over the past year, is based on her experience with Oakland Promise as well as a literature review; work with the CalKIDS Institute at UCLA; in-depth interviews with 14 CalKIDS partners and 15 college and career savings account experts and leaders of governmental groups, nonprofit organizations and school systems; an on-site community event; and parent focus groups. 

    Schaaf is also a 2026 candidate for state treasurer, whose office oversees the CalKIDS program. She announced her candidacy in January 2024, after being selected for the Harvard fellowship in 2023. Current State Treasurer Fiona Ma is running for lieutenant governor in 2026.

    “One of the reasons I actually got excited about running for state treasurer is the fact that the Treasurer’s office runs this program,” she said. “I’m somebody who doesn’t want to take on a job without feeling like I am the most competent person to do it.”

    Her research and recommendations, she said, educated her about the program and have empowered her to run for the position. But regardless of whether she wins the electon, she said “this work needs to happen.”

    Advancing CalKIDS

    Leverage community partnerships

    Schaaf’s report stated that automatically establishing the accounts at birth and at first grade minimizes barriers. But that doesn’t prevent or eliminate problems, because families must claim the accounts by registering online

    CalKIDS’ letters, notifying eligible students about accessing their accounts, are mailed out after students finish first grade, and letters for newborns are mailed within a few months of their birth. 

    Schaaf recommended that notifications be more aligned, for example, sending the award letter with newborns’ birth certificates, like Pennsylvania does for its Keystone Scholars program.  

    Advocates told EdSource last year that many people in low-income communities ignore the mailers because they question its credibility, even if it has an official letterhead.

    Schaaf’s research revealed two seemingly contradictory points: that families take action when encouraged by a government entity and that messages from community organizations are more effective in spurring action among families. 

    Parents said aspects of both concepts make programs trustworthy. For instance, they trusted the local, community-based Oakland Promise, which was set up by the city and involved the county.  

    “She (a parent) said, ‘These are the programs we trust, the ones where the government is involved,’” Schaaf said about realizing it’s not one way or the other. 

    Recommendation: CalKIDS ambassadors

    In fact, Schaaf recommends creating a certification for community-based partners to be CalKIDS ambassadors.

    “The fact that they (would be) certified by the state of California or by the treasurer’s office gives them the formality effect of government’s gravitas, but their community voice – their cultural competency – is the winning combination,” she said.

    “That’s what really made me realize both of these bodies of research are true. Where we are most effective is when we combine them.” 

    Embodying that collaboration, recent partnerships with community organizations have spread the word about CalKIDS and provided other benefits to families, such as: 

    • EverFi, which launched a financial literacy program in Los Angeles County  
    • Golden 1 Credit Union, which held four educational community events in April in Northern California and the Central San Joaquin Valley for families to learn about the bank’s financial services and claim their CalKIDS accounts. In all, 125 accounts were claimed
    • Covered California, which has tied well-child exams and immunizations to the ability to earn up to $1,000 in the newborn accounts until March 2026.

    Leveraging the community partnerships will remain imperative for the four-member CalKIDS team. 

    “Rather than trying to be everywhere all the time, all at once and feeling spread thin, we are being very intentional in how we do outreach,” the program’s new director, Cassandra DiBenedetto, said about a different approach to outreach. 

    According to the California Child Savings Account Coalition, as of February, there are 15 local child savings account programs, serving 180,000 youth with over $26 million. 

    California’s local child savings accounts

    The 15 local programs are:

    In places where there are local programs, claim rates were, at one time, much lower than the state percentage, perhaps because of a lack of clarity about CalKIDS. For example, in December 2023, 4.8% of eligible students in San Joaquin County and 7.3% in Los Angeles County had claimed their accounts. 

    However, partnerships between CalKIDS and local programs, joint promotion and branding of materials with both logos have nearly doubled the claim rates to 8.6% in San Joaquin County and 12.2% in Los Angeles County, as of March 31.

    Hardest part about CalKIDS outreach: A number

    To check student eligibility and claim the CalKIDS account, families must enter students’ Statewide Student Identifier (SSID), a 10-digit number that appears on student transcripts. EdSource found that many families are unsure where to find the ID numbers. 

    To alleviate this concern, the updated CalKIDS website instructs families to locate the ID number on a student’s transcript, school portal, or report card or to contact their child’s school directly.

    Schaaf suggested that school districts provide the student identification information at back-to-school events. 

    Fresno Unified officials at a Golden 1-CalKIDS event provided the ID numbers to make account registration easy, said a parent who registered her children in April. 

    Oakland Unified has granted Oakland Promise permission to access students’ ID numbers for CalKIDS enrollment events, Schaaf said. 

    Once aware, families must understand and trust information 

    Within the last year, to address language and literacy barriers, CalKIDS has created materials in other languages and used more accessible words, moving from terms such as “savings accounts” to “scholarships” or “free money.” 

    But Schaaf and others warned that the term “free money” can cause fear and distrust  among some cultures and communities.  For example, Thanh-Truc “April” Hoang, a second-year UC Riverside student of Vietnamese background, who claimed her CalKIDS funds and helped her younger cousins claim theirs, said one of the greatest obstacles was skepticism about the “free money.” Her grandparents, aunts and uncles learned English as a second language, and she had to carefully explain what CalKIDS was before she could convince them.  

    “I said, ‘It was an aid. It wasn’t just free money for no reason; it’s there specifically to help them with college,” she said about how she eased their concerns about having to pay the money back or dealing with stipulations for use.

    CalKIDS recipients advocating for and about the program 

    Tapping the actual experiences of students who’ve registered for the accounts and used the funds is the best tool for convincing families about the potential of CalKIDS, Martinez Anaya, the UC Riverside student, said, echoing a sentiment Schaaf shared with EdSource. 

    The CalKIDS program has even started collecting student testimonials, such as those of UC Davis student Chloe Cota, who said the money helped relieve some of the financial stress of school, “allowing me to focus more on my classes.” 

    Rossalee Mina used her scholarship funds to fill the financial gap of transferring from the four-year Cal State Fullerton to Mt. San Jacinto College. 

    Also a Cal-SOAP coach, Mina takes pride in helping high schoolers access their accounts. 

    “It’s just really rewarding — coming from having CalKIDS too — that I can also help show these students, who are stressing out about how to pay for everything, that they do have this amount of money to use that’s available for them,” Mina said. “I’m always saying, ‘Congrats, you can use this towards college.’ They’re like,’Oh wow, it’s a lot of money.’” 

    As of December, 81,232 students enrolled in college or career programs have received their share of over $43 million in CalKIDS funds. 

    “This money,” DiBenedetto said, “is making an impact in real time with every single semester that goes by.”





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  • More, but not enough, Californians accessing free money for college, career

    More, but not enough, Californians accessing free money for college, career


    Baleria Contreras and Monica Cha, representatives with the state’s CalKIDS program, explained what the scholarship funds could be used for once students graduate from high school during a community event at Golden 1 Credit Union in Fresno on April 5, 2025.

    Credit: Lasherica Thornton / EdSource

    Top Takeaways
    • CalKIDS is a state program providing seed money for college or career to eligible public school students.
    • The number of students claiming their CalKIDS accounts is up by nearly 4 percentage points since last year, but it is still far from reaching most of the state’s students.
    • The increase is linked to more community engagement, targeted campaigns and multilingual materials. 

    The doors of the Golden 1 Credit Union remained ajar on April 5 as elementary-aged kids played games or had their faces painted outside while families inside circled the display tables featuring material from the bank and CalKIDS. 

    The event was to encourage families to open a youth education savings account as well as learn about and claim at least $500 in free scholarship money already sitting in a state-funded account.

    Erica Wade-Lamas registered for the interest-bearing money for three of her four Fresno Unified students, an eighth grader and twin seventh graders. (Her twelfth grader was at a prom and would claim his own money later at home.)

    The bank event is one of the noticeable changes to community outreach work by CalKIDS, the California Kids Investment and Development Savings program, a state initiative to help children from low-income families save money for college or a career. 

    “It’s going to be easier on me and my husband, knowing that there’s an extra cushion when they do graduate, to have the ability to use that money for a laptop or something additional that’s not going to have to come out of our pockets,” said Wade-Lamas. “That’s what I’m excited about.”

    Even though the money is automatically deposited into the savings account under a student’s name, families must claim the accounts by registering online. Students can claim the money up until age 26. 

    In 2024, EdSource found that fewer than 8.3% of eligible families had claimed their account, despite fanfare surrounding the launch. 

    To expand its reach and create more awareness, CalKIDS is drawing on lessons from the past, plus the perspective of a new director. The program has changed its approach to marketing and expanded its multilingual and community engagement. 

    Over 3.9 million school-aged children across the state now qualify for at least $500 with CalKIDS, the savings account launched by the state in 2022. It automatically awards at least $500 to low-income students and English learners with the goal of helping families save for college or career training. 

    What is CalKIDS? 

    CalKIDS was created to help students, especially those from underserved communities, gain access to higher education by creating a savings account and depositing between $500 and $1,500 in their name. 

    The California Department of Education determines eligibility based on students identified as low income under the state’s Local Control Funding Formula or as English language learners. 

    Click here to find out if your child is eligible.

    Low-income public school students and English learners are automatically awarded $500 if they: 

    • Were in grades 1-12 during the 2021-22 school year.
    • Were enrolled in first grade during the 2022-23 school year.
    • Are first graders in subsequent years, meaning the number of accounts grows annually. 

    An additional $500 is deposited for students identified as foster youth and another $500 for students classified as homeless. 

    Since last year, the number of students who have claimed their funds has gone up 4 percentage points, and 475,862 or 12% of all accounts statewide have been claimed, still far from reaching most of the state’s students.

    And since hundreds of thousands of new accounts are automatically added each year, maintaining and increasing the percentage of claimed accounts will be an ever-elusive target, especially as the program starts tackling new challenges created by Assembly Bill 2508, which will expand program eligibility.  

    The struggle to reach more families

    The program’s new director, Cassandra DiBenedetto, appointed in October 2024, has visited various communities to learn about the unique barriers and experiences of those who qualify for CalKIDS. 

    “What children in Modoc County are experiencing is very different than what children in LA County are experiencing,” she said. “So I’ve really tried to reach out to our partners in various communities and learn about their experiences so that we make well-informed decisions … based on the lived experience of the people we’re trying to reach.”

    Awareness — or a lack thereof — has been the No. 1 challenge related to CalKIDS account access.

    To improve that, DiBenedetto and her team have, in the past six months, focused on partnering with organizations across the state. 

    From its inception in summer 2022 through the end of 2023, CalKIDS partnered with about 550 organizations to promote the program, according to the state treasurer’s office. Now it works with more than 1,000 community-based organizations, school districts and financial institutions. 

    “More and more people are approaching us saying, ‘Hey, we know you’re doing this thing. We want to be involved,’” DiBenedetto said. “I don’t know that, in the first two years of the program, that was necessarily the case, so I think that has been a huge change for us.” 

    Partnerships, targeted outreach are key

    Thanh-Truc “April” Hoang, a second-year student at the University of California Riverside, remembers attending an open house on campus as a high school senior in 2023 and seeing a display table with Riverside County Office of Education material about free money for college. Hoang learned about CalKIDS and what the $500 could be used for. She and her three younger siblings would go on to claim their accounts. 

    Attending UC Riverside the following semester due to its proximity to her home, Hoang commuted back and forth to campus, saving thousands of dollars in on-campus expenses but faced one unexpected cost: parking. She requested and received her CalKIDS funds to pay for the annual parking permit, lifting a burden off her shoulders — and her parents. 

    “I didn’t want to burden my parents with having to pay for my college parking,” she said. “I wanted them to feel like they didn’t have to constantly keep looking after me, because I have three younger siblings (two of whom are in high school). I wanted to make sure their burden could be alleviated.” 

    Since Hoang and her siblings claimed their accounts once she was aware of it, the CalKIDS funds will continue helping her family.

    “I was just really glad that we were able to find out about this resource,” said Hoang, who helped her younger cousins claim their accounts. 

    In its back-to-school campaign from July to October 2024, CalKIDS used social media and mailers to inform high schoolers and high-school graduates about the money waiting to be claimed. 

    DiBenedetto said that more than 94,000 accounts were claimed in that one targeted marketing campaign; 73% of the new accounts belonged to high school graduates or college students, who could use their money right away.

    She said a new partnership with the California Cradle-to-Career Data System will further help reach that population of students, as will partnerships with the California Student Aid Commission and the community college chancellor’s office, which can connect with college students who haven’t claimed their funds. 

    Addressing language, literacy barriers 

    Last year, advocates, such as those at End Poverty in California, suggested ways for local communities and the CalKIDS program to address the barriers limiting account access, including: 

    • Rewriting informational materials to a third-grade reading level so more families understand the content.
    • Advocating for multilingual outreach at the state level.

    The CalKIDS team has expanded its multilingual media campaigns, too, ensuring materials, such as event fliers, are available in at least the top 10 languages spoken in California — something that wasn’t available a year ago, DiBenedetto said.

    “We are meeting people where they are in the language that they speak,” she said. 

    Subtle shifts in the way CalKIDS is framed and talked about are just as important as language and literacy, said many interviewed. 

    According to DiBenedetto, instead of using the term “savings account,” CalKIDS materials now say “scholarship,” “a baby’s first scholarship,” “the easiest scholarship your child will ever get” and simply “claim your money.” 

    “Sometimes it’s things like the word ‘account’ (that) can be scary in some populations,” she said. “These populations understand the word scholarship.” 

    Increased awareness, access 

    Awareness is growing as a result of increased partnerships, targeted outreach and changes in material to address language access and reading comprehension, DiBenedetto said. 

    “More kids are taking advantage of their CalKIDS scholarship accounts,” she said about the more than 475,000 student accounts claimed as of March 31.  

    But hundreds of thousands of accounts for first graders are added annually, making the percentage of claimed accounts a “moving target,” she said.  

    Newborn accounts

    Those born in the state between July 1, 2022, and June 30, 2023, were awarded $25 before the seed deposit increased to $100. The California Department of Public Health provides information on newborns. Parents who link the CalKIDS account to a ScholarShare 529 college savings account are eligible for an additional $50 deposit for their newborns. A partnership with Covered California has tied the completion of well-child visits and vaccinations to the ability to earn up to $1,000 in the newborn accounts until March 2026. 

    More than 400,000 accounts are added annually for newborns as well, and children born in California after June 2023, regardless of their parents’ income, are granted $100. 

    Nearly 96,000 of over 1 million eligible newborn accounts have been claimed as of March 31.

    Altogether, the claimed student and newborn accounts total 571,631, representing an 82% increase from this time last year. 

    Challenges ahead 

    Due to September 2024 legislation, CalKIDS’ eligibility will expand to all foster youth in grades 1-12, starting next school year until 2029. 

    The CalKIDS team does not yet know the numbers for all eligible foster youth but reported that 3,093 claimed their accounts so far. Based on 2023-24 state data, nearly 30,000 students are foster youth, a number that will likely remain consistent next school year when the legislation takes effect. 

    Millions of dollars have been allocated to program outreach and collaboration.

    But in the 2025 budget approved in June, $5 million was reverted back to the general fund, a maneuver often taken to share funds with other programs.

    Because the program was still in its early stages, DiBenedetto said, it had a minimal impact on outreach efforts.

    The expanded program eligibility and funding changes may present unforeseen obstacles, but the CalKIDS team plans to tackle those challenges by using them as learning opportunities. 

    “I think that we’ve learned a lot over the last couple years,” DiBenedetto said. “I’ve learned a lot over the last (six) months, and we are ready for whatever comes our way. Every challenge is really just opportunity.”





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  • Central Valley schools juggle extensive building needs with limited funds to fix them

    Central Valley schools juggle extensive building needs with limited funds to fix them


    Marshall Elementary Principal Jorge Estrada Valencia purposely placed posters over areas of the cafeteria where the wall is beginning to tear. A multipurpose room that serves as the cafeteria and a meeting space will be one of the school’s and Modesto Elementary School District’s priorities if a $85 million local bond passes this November.

    Credit: Lasherica Thornton / EdSource

    The story has been updated with information on Central Unified School District.

    In Fresno Unified, the state’s third-largest school district with 71,000 students, the watchword for repairing schools is “worst, first.”

    Two-thirds of the 103 schools are more than 50 years old, and with age comes burst pipes, air conditioning on the fritz and other demands. Add a commitment to property owners in this largely low-income community to stabilize property taxes, and the result is tough decisions and compromises.

    Its neighbor Central Unified faces similar challenges to address the needs of aging buildings with limited resources.

    A small tax base per student limits the taxing capacity in many Central Valley communities. Modesto City Schools has been patiently addressing cramped quarters in its elementary schools one bond at a time. Eventually, every school will have a multipurpose room serving as a spacious cafeteria and auditorium so that every school can do assemblies. Measure X, if it passes, will mark another milestone toward that goal.

    In California, the list of school buildings needing attention is long and growing. This year, a record 252 school districts are seeking $40 billion worth of renovation and new construction projects, including classrooms for the youngest students, transitional kindergartners, and space for “maker labs” and innovative career explorations for high schoolers.

    Many of the districts are hoping to seek financial help from Proposition 2, a $10 billion state construction bond for TK-12 and community colleges that the Legislature also has put on the Nov. 5 statewide ballot. Passage would begin to replenish state assistance, which has run dry from the $9 billion bond passed in 2016, and create a new list of projects eligible for state help in the future.

    Fresno and Central Unified worry that property-wealthy districts, which can raise more taxes and can qualify for more matching state funding, will leave them behind in the competition for Proposition 2 dollars.

    This report is the last of a two-day look at a sampling of districts from different parts of the state that are asking their voters to pass local bonds. On Monday, we visited San Juan Unified and Wasco Union High School District. Now we learn about Modesto City Schools, Fresno Unified and Central Unified.

    Fresno Unified is chasing a $2.5 billion need with $500 million

    In the Central San Joaquin Valley, where dangerously high temperatures and scorching heat reign for much of the year, Fresno Unified schools lack proper infrastructure and ventilation systems to keep students cool. 

    Fresno Unified
    • Fresno County
    • 71,477 students
    • 88% low-income, foster and English learner students
    • $9,058 bonding capacity per student*

    * Bonding capacity per student is the maximum amount of general obligation bonds a school district can issue at a given time; a district can never go over the ceiling. For unified school districts, it is 2.5% of total assessed valuation; the median in California is $25,569.

    Fresno High School leaves open the doors of its oldest buildings, constructed in 1920, as well as the “newer” buildings, built in the ’50s, to increase air circulation and reduce the heat caused by inadequate or non-functioning air conditioning, students said during a tour of the campus. 

    More than 67% of the district’s 103 schools were built before 1970, making them 50 years old and older. Antiquated buildings mean outdated HVAC (heating, ventilation, air conditioning), water and sewer systems. 

    Some Edison High School buildings have modern AC units, but that doesn’t hide the fact that the buildings themselves need to be replaced, according to Alex Belanger, the district’s chief executive of operational services. No matter the condition of the AC, the children inside the old, poorly insulated buildings will feel the heat from outside. 

    “Things like that need to be replaced, and we have it all in the district,” Belanger said. 

    So far, the district has utilized $196 million in federal pandemic relief funding, plus other grants, to replace HVAC systems; still, the district is left with at least $470 million worth of replacements. And that’s just HVAC needs. Some heating and cooling systems operating in old buildings can’t be replaced unless the entire building is replaced. 

    In all, across 8 million square feet of buildings, Fresno Unified has identified $2.5 billion in unmet facilities needs, a need that keeps growing, Belanger said. 

    “By the time you fix something, something else is breaking, and it’s an ongoing thing,” he said about the need to repair old schools and upgrade facilities over time. 

    Measure H, a $500 million bond on the Nov. 5 ballot for the state’s third-largest school district, would fix HVAC, water, sewer and fire/safety systems, remove lead paint and asbestos and replace leaky roofs in old buildings; replace outdated portables with new classrooms or facilities; and modernize classrooms and libraries, among other priorities.

    School construction and repairs are paid for with bonds funded by property taxes. Aware that 88% of students are from low-income families, district officials say they will limit the size of the bond and spread out issuing them to minimize the increase in taxes. The $500 million bond, the largest the district has ever pursued, will increase taxes by $25 per $100,o00 of a home’s assessed value annually, upping the tax rate to $238.86.  

    “We are going after what we feel like is responsible to both the taxpayer as well as being able to address some of the highest need areas in the district,” said Paul Idsvoog, chief operations officer with operational services.

    Contingent upon board approval, the district plans to address the “worse first” who are “relying on funding,” starting with eight schools identified as “unsatisfactory” in a districtwide facilities assessment. Schools with poor conditions would follow before they lapse into the unsatisfactory category. 

    But even $500 million couldn’t repair everything that each school needs.

    “We have a $2.5 billion need, and we’re chasing it with only $500 million,” Idsvoog said. 

    If Fresno residents pass Measure H this November, the school system may qualify for matching funds from the state.

    “We’ll try to do that to leverage and be able to maximize the dollars because of our need,” he said. 

    For example, $15.9 million could replace the worst, but not all, classroom buildings at Norseman Elementary, an unsatisfactory site. 

    Bullard Talent, a K-8 school, classified as having poor conditions, has, since 2010, been recommended for improvements in areas such as its fire alarm and safety systems, but because there have been other schools with even greater needs, the district has focused its funding elsewhere — something the district must do often. 

    The district, for instance, has had to choose between updating campuses that are so outdated they don’t meet accessibility requirements for students and staff with disabilities and replacing pipes that were about to burst, Belanger said. 

    “You say, ‘Do I make the door wider?’ or ‘I have the sewer blowing up. What do I do?’” he said. “I fix the pipe.” 

    Regardless of whatever funding the district receives, it won’t have the same buying power as previous bond measures due to pandemic-induced inflation, district officials emphasized. 

    Plus, more than 90% of the district’s nearly 1,100 portables have surpassed the expected lifespan of at least 20 years, and 2% of portables are older than 60 years, The Fresno Bee reported.

    A key district goal is to ensure that every classroom experience is the same across Fresno Unified. To achieve that, the district must modernize classrooms and expand meeting and learning spaces to address overcrowding.  Belanger said that Proposition 2 funds could “help … us get to that point.”

    Not just the worst schools need modernization. “Because of deferred maintenance,” Idsvoog said, “most likely every school will probably get touched in some way, shape or form. It just won’t be equal values across those schools.

    “This still isn’t going to address the need. There’s more than enough need than there is money.”

    Some Modesto City schools are left to wonder when it will be their turn for facilities funding

    District leaders and staff in Modesto City schools often relish the fact that its campuses, built 50 to 90 years ago, are decades old, full of history, and located in established neighborhoods.

    Modesto Elementary School District
    • Stanislaus County
    • 15, 267 students
    • 86% low-income, foster and English learner students
    • $10,840 bonding capacity per student*

    * Bonding capacity per student is the maximum amount of general obligation bonds a school district can issue at any given time; a district can never go over the ceiling. For elementary school districts it is 1.25% of total assessed valuation; the median in California is $8,541 per student.

    But old schools mean outdated structures that no longer meet students’ needs. Modesto elementary schools such as Enslen and Marshall have old cafeterias that are not large enough to accommodate multiple groups of students at the same time. 

    None of the nearly 400 students in the 95-year-old Enslen Elementary, except those in transitional kindergarten and kindergarten, eat in the small cafeteria because space would be too tight, principal Melody Webb said. The school uses its outdoor seating even during the colder winter or blistering hot summer months. 

    And Marshall Elementary runs seven lunch periods throughout the day, a non-stop process, principal Jorge Estrada Valencia said. 

    “Move ‘em in, move ‘em out,” district spokesperson Sharokina Shams said about what schools must do to accommodate all the students. 

    Many schools got some relief in 2018, through now-depleted Measures D and E repair and modernization bonds passed by the community, to build multipurpose rooms that act as cafeterias and spaces for school assemblies and family engagement events, such as science or literacy nights. 

    Right now, such events at Enslen have to be planned for a time of the year that, weather permitting, families can enjoy them outdoors. 

    “We have so much parent involvement that we would love to do Christmas plays or winter celebrations. They can’t fit in there,” Webb said about the Enslen cafeteria. “We make it work, but it would be nice to have a spot.” 

    Large multipurpose rooms would be the priority for Enslen and Marshall if Measure X, the proposed $85 million bond, passes on Nov. 5 and the school board selects the schools for the funding. The schools are some of the oldest in the district and are likely to be prioritized, Shams said. 

    “They’ve made do with these for so long,” Shams said of the district’s old buildings that are “much too small for today’s population.”

    If Modesto residents pass Measure X, the bond will cost homeowners an estimated average of $23 per $100,000 of a home’s assessed value, based on a school board resolution on the bond measure. 

    Modesto City Schools has an elementary and high school district under its umbrella and two separate tax bases for each district. That structure limits the district’s ability to provide students with facilities comparable to a traditional unified school district, Shams said. The 2018 Measures D and E for the elementary district and a 2022 Measure L for the high school district were the first local bonds the district had since the early 2000s, causing Modesto City Schools to play catch-up, Shams said. 

    The district has an annual maintenance plan with allocated funding that addresses ongoing facilities needs. 

    For example, to accommodate more students this year, Enslen Elementary has turned its computer lab into a classroom and moved its music room to the cafeteria while additional portables are installed to address the growth. 

    At the nearly 75-year-old Marshall, located in a high-poverty area of Modesto, buildings have been painted, carpeting installed, and roofs with dry rot replaced this summer.

    Even so, in both the elementary and high school districts, an estimated $750 million worth of needs exist, including addressing weak flooring that moves when stepped on, in a staff room at Marshall Elementary.

    Additional district priorities include multipurpose rooms, single points of entry and safer drop-off and pickup areas, according to Superintendent Sara Noguchi. Multipurpose rooms for the 12 remaining TK-6 schools that were not funded with the 2018 bond are estimated to cost millions more than the proposed $85 million bond. 

    El Vista Elementary, a 71-year-old school, received a new multipurpose room that serves as a cafeteria, has a stage for events and features a music room as well as other amenities through Modesto City’s 2018 bond measures. That left the even older schools of Enslen and Marshall out of the funding. 

    “The kids take more pride and ownership in having the school renovated. The upgrades beautify the neighborhood,” El Vista principal Adele Alvarez said about the impact of the school’s renovation, including how all the school’s needs have been met. “I want other schools to have this. I want every school to have a brand new MPR (multipurpose room), a brand new front office, or facilities where students … can take pride in.” 

    In order to address all needs at its schools, Shams said the school district needs to adopt an ongoing bond program like Elk Grove Unified’s, where every two or four years, there’s a bond measure on the ballot. Such a bold move would require the school board placing a bond on the ballot and the community approving the measure each time.

    “We’re trying to repair these really old schools, and if that’s going to be done well and students are going to get what they deserve, it will likely be through an ongoing bond program,” Shams said. “(Measure X) will not meet all the needs. There will be schools that will be very happy to get what they need.

    “There will be schools that will say, ‘Well, when is it our turn?’” 

    Central Unified’s ‘bandaid’ approach won’t address its needs

    Worn-out pipes, weathered roofs, dry rotted structures and outdated HVAC and public announcement systems are visible even to the naked eye at decades-old Central Unified campuses. 

    The district has several facilities that are at least five decades old and are in desperate need of updates to the electrical, mechanical, plumbing, HVAC, fire safety, security and emergency communications systems.

    Central Unified
    • Fresno County
    • 15, 955 students
    • 82% low-income, foster and English learner students
    • $10,840 bonding capacity per student*

    Bonding capacity per student is the maximum amount of general obligation bonds a school district can issue at any given time; a district can never go over the ceiling.  For unified districts it is 2.5% of total assessed valuation; the median in California is $25,569 per student.

    The district has filled spots that have dry rot and even updated some systems as far as funding allowed. 

    “We’re just kind of putting bandaids on them currently,” facilities planning director John Rodriguez said. 

    But the needs require more than a bandaid approach. Old schools in Central Unified still have structures and equipment with now-outdated safety standards, including accessibility requirements for students and staff with disabilities. For example, Herndon-Barstow Elementary, a TK-6 grade school built in 1953 in Fresno, has sinks, bathrooms and water fountains constructed in the 1950s, under safety codes from that time period. 

    Students in wheelchairs are unable to access most of the school’s bathrooms because the doors to the stalls are too narrow.  Visually impaired students run the risk of being injured around the school’s water fountains, constructed in the early 1950s or recently added in the early 2000s, because they lack proper railing. 

    A lack of access for students with disabilities isn’t the only accessibility issue. 

    Herndon-Barstow as well as Teague Elementary share their campuses with the district’s maintenance departments, leaving the schools little room for emergency vehicles such as a fire truck to navigate, jeopardizing students’ safety. 

    Herndon-Barstow and Teague Elementary, along with seven other old schools, will be first in line for Measure X, a $109 million bond measure on the November ballot.   

    With Measure X, the district can continue upgrading and modifying the aged facilities to ensure safety of students and staff. If Central Unified residents approve Measure X, the school district can also qualify for matching state funds through Prop 2,  which “needs to happen” alongside the local bond, Rodriguez said. The Measure will not raise taxes.

    If the district can get Prop 2 funds, he said, “our dollars go further.”

    Reflecting overall lower property values in the Central Valley, Central Unified’s assessed property per student – a measure of a district’s ability to raise property taxes – is less than a third of the state median of $1.4 million per student. Fresno Unified’s is about one-quarter of the state median per student, according to the Center for Cities+Schools of UC Berkeley.

    Larger districts with higher property values will have access to a larger share of the funding, Rodriguez said. 

    “Larger districts that have a higher tax base are more able to access Proposition 2,” he said. “For small districts like ours, it’s disproportionate. The access and equity just isn’t there.”

    With funding, Central Unified also wants to create more classrooms and build new multipurpose rooms to support student achievement, enhance security measures with fencing and additional cameras and construct or renovate transitional kindergarten classes. 

    Also on the priority list is the plan to replace portables with permanent structures at schools such as Central East High, where most of the campus is portables, many of which are at least 30 years old.

    In 2021, a year after the community passed a $120 million bond, the district estimated its total needs to be between $700 and $800 million. 

    Renovations that have been made over the years can only go so far in addressing needs. The district used millions in federal pandemic relief money and other funding to replace most schools’ outdated ventilation systems “as far as the money could take us,” Rodriguez said. 

    But Central East still operates an outdated chiller system for heating and air conditioning. A chiller has pipes that run chilled water from the chiller into rooms, producing cool air. A broken chiller would take out the AC in more than 20 classrooms versus updated AC units for individual buildings or classes that limit outages to buildings or rooms. Rather than install a new ventilation system that’s needed, the district had to make the cost-effective decision to update two of the school’s four chillers.  

    “Sometimes we’re not able to make those changes (that we need),” Rodriguez said. 

    While Rodriguez hopes that Measure X can mean continued improvements to the HVAC and other systems, he said the money won’t address all the needed repairs. 

    Some of the schools in line for money are so old that they were built with asbestos paint, which is now known to be a hazardous material if not encapsulated. Much of the funding for those schools would go towards asbestos removal. 

    “If we don’t get the funding, it would stop that cyclical process (of renovating, improving and upgrading aging facilities); it just stops that momentum,” Rodriguez said. “Our sites will deteriorate, and our students will be disadvantaged by that deterioration, that deficiency.”





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