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  • Education has been a significant interest of Kamala Harris since early in her career

    Education has been a significant interest of Kamala Harris since early in her career


    Vice President Kamala Harris speaks from the South Lawn of the White House in Washington on Monday during an event with NCAA college athletes. This is her first public appearance since President Joe Biden endorsed her to be the next presidential nominee of the Democratic Party.

    Credit: AP Photo / Susan Walsh

    The likelihood that Vice President Kamala Harris will be the Democratic nominee for president is inviting scrutiny of her positions on every public policy issue, including education.  

    By her own accounting, those views have been profoundly shaped by her experiences as a beneficiary of public education, as a student at Thousand Oaks Elementary School in Berkeley and later at the Hastings College of Law (now called UC Law San Francisco).

    Just three months ago, in remarks about college student debt in Philadelphia, she paid tribute to her late first grade teacher Frances Wilson, who also attended her graduation from law school. “I wouldn’t be here except for the strength of our teachers, and of course, the family in which I was raised,” she said.

    The most memorable moment in Harris’ unsuccessful 2019 campaign for president was in the first candidates’ debate when she sharply criticized then-Vice President Joe Biden for opposing school busing programs in the 1970s and 1980s.  

    “There was a little girl in California who was part of the second class to integrate her public schools, and she was bused to school every day, and that little girl was me,” Harris said in the debate.  

    She was referring to Berkeley’s voluntary busing program set up in 1968, the first such voluntary program in a sizable city. Biden was apparently able to put the exchange aside when he selected her to be his running mate several months later. 

    At age 12, her family moved to Montreal where she attended a public high school, and then went to Howard University, the Historically Black College and University in Washington D.C. for her undergraduate education.

    It is impossible to anticipate what if any of the positions Harris took earlier in her career, or as a presidential candidate five years ago, will be revived should she win the Democratic nomination, or even become president. 

    But they certainly offer clues as to positions she might take in either role. 

    When she kicked off her campaign for president at a boisterous rally in downtown Oakland in January 2019, she made access to education a major issue. “I am running to declare education is a fundamental right, and we will guarantee that right with universal pre-K and debt-free college,” she said, referring to pre-kindergarten.  

    By saying education is a fundamental right, Harris addressed directly an issue that has been a major obstacle for advocates trying to create a more equitable education system. 

    While education is a core function of government — even “perhaps the most important function,” as Chief Justice Earl Warren wrote in the 1954 Brown v. Board of Education ruling — it is not a right guaranteed by the U.S. Constitution. That has meant relying much more on state constitutions.

    During her term as vice-president, she has played a prominent role in promoting a range of President Biden’s education programs, from cutting child care costs to student loan relief.

    Last year she flew to Florida especially to take on Gov. Ron DeSantis over his attacks on what he dismissed as “woke indoctrination” in schools. In particular, she was incensed by the state’s middle school standards that argued that enslaved people “developed skills that could, in some instances, be applied for their personal benefit.” 

    DeSantis challenged her to debate him on the issue — an offer she scathingly rejected. “There is no roundtable, lecture, no invitation we will accept to debate an undeniable fact: There were no redeemable qualities to slavery,” she declared at a convention of Black missionary women in Orlando.   

    Earlier in her career, she was best known on the education front for her interest in combating school truancy — an interest that could be extremely relevant as schools in California and nationally grapple with a huge post-pandemic surge in chronic absenteeism. 

    Students are classified as chronically absent if they miss 10% or more of school days in the school year. 

    Nearly two decades ago, while district attorney in San Francisco, she launched a student attendance initiative focused on elementary school children.  Each year, she sent letters to all parents advising them that truancy was against the law. Prosecutors from her office would meet with parents with chronically absent children. If they did not rectify the situation, they could be prosecuted in a special truancy court — and face a fine of up to $2,500 or a year in county jail.   

    By 2009, she said she had prosecuted about 20 parents. “Our groundbreaking strategy worked,” she wrote in an opinion piece in the San Francisco Chronicle, citing a 20% increase in attendance at the elementary level. 

    When she ran for California attorney general in 2010, she backed a bill that enacted a similar program into state law. The law also subjected parents to fines and imprisonment for up to a year, but only after they had been offered “support services” to address the pupil’s truancy.

    This tough stance put her on the defensive when she ran for president, and she softened her position on the issue. She said the intent of the law was not to “criminalize” parents. And in her memoir “The Truths We Hold: An American Journey,” Harris described her approach to truancy as “trying to support parents, not punish them.”

    As attorney-general, she used the clout of her office to go after for-profit colleges she accused of false and predatory advertising, and intentionally misrepresenting to students the benefits they could provide. She was able to get a $1 billion judgment against the California-based Corinthians Colleges Inc. which eventually declared bankruptcy. ““For years, Corinthian profited off the backs of poor people – now they have to pay,” she said at the time.

    During her presidential campaign five years ago, she made a major issue of what she labeled “the teacher pay crisis.” She said as president she would increase the average teacher’s salary by $13,500 — representing an average 23% increase in base pay. Almost certainly the most ambitious proposal of its kind made by any presidential candidate, the cost to the federal government would be enormous: $315 billion over 10 years.

    To pay for it, she proposed increasing the estate tax on the top 1% of taxpayers and eliminating loopholes that “let the very wealthiest, with estates worth multiple millions or billions of dollars, avoid paying their fair share,” she wrote in The Washington Post.  

    Also on the campaign trail, she proposed a massive increase in funding to historically Black colleges and universities — one of which (Howard University in Washington, D.C.) she graduated from. In fact, she proposed investing $2 trillion in these colleges, especially to train Black teachers. She contended  that if a child has had two Black teachers before the end of third grade, they’re one-third more likely to go to college. 

    Biden was able to push through a big increase in support for such institutions totaling $19 billion — far short of her goal of $2 trillion.

    Many of her positions on education — including a push for universal pre-school, and making college debt-free — were aligned with those proposed by Biden, or ultimately implemented by him as president. 

    For that reason, there is likely to be continuity in her candidacy with much of the education agenda proposed by Biden. 

    But mainly as a result of lack of action in Congress and Republican-initiated lawsuits blocking his proposals, many of the administrations’s aspirations, like making community colleges free, doubling the size of Pell Grants, and student debt refiled, remain unfulfilled.

    It will now be up to Harris — and the American voter — whether she will have the opportunity to advance that unfinished education agenda.

    This story has been updated to include details about Harris’ education after her parents moved from Berkeley to Canada when she was 12.





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  • Stockton Unified superintendent has been on the job for a year. What’s changed?

    Stockton Unified superintendent has been on the job for a year. What’s changed?


    Stockton Unified Superintendent Michelle Rodriguez talks about how she arrived at her goals and plans for improving student achievement.

    Credit: Lasherica Thornton/ EdSource

    Stockton Unified, a mostly poverty-stricken community in San Joaquin County, has become known for its legal troubles, financial issues and superintendent turnover, which have, for years, distracted the low-performing school district from addressing student achievement. Most of the district’s nearly 40,000 students have failed to meet state standards in English and math.

    Becoming superintendent in July 2023, Michelle Rodriguez knew those facts to be true. Rodriguez, the 14th superintendent to lead the district in less than two decades, said she was determined to change SUSD’s troubled reputation by focusing on students, creating stability, restoring public trust and engaging the community “one interaction, one decision, one day at a time.” 

    But without “actually digging in to find out what is happening,” Rodriguez refused at the start to make assumptions about what the district faced, especially its barriers to student achievement. 

    “Until I get in the classroom, I probably won’t be able to answer the question about lack of student achievement here,” Rodriguez told EdSource last year. 

    “What I knew was that because I was the 14th superintendent in 19 years, and because of just the headlines that we had seen, we knew that we needed to make sure that we solidified the system,” she said in a recent sit-down. “Instead of making the assumption that I knew specifically what was happening, I identified four key areas that effective systems have”: quality assurance, high expectations, continuous improvement and community trust. 

    A little over a year since her start — aligned with those areas and guided by an initial 100-day plan, over 40 school visits and dozens of listening sessions and town halls — Rodriguez is implementing a public accountability system, 44 priority recommendations, and a district culture in which data and feedback drive change. 

    “Something that I’m trying to do is create new traditions and new systems to hear feedback, make changes and, kind of, move the work forward,” Rodriguez said. 

    A system of accountability

    At the start of her superintendency, Rodriguez hosted meet-and-greets and community listening sessions in English and Spanish to identify concerns that the district needed to address; based on the sessions, there were in-person and virtual town halls to create priority recommendations with “fingerprints” of community feedback. 

    “We want to reach the hardest-to-reach parent. We want to reach the hardest-to-reach student,” Rodriguez said a year ago about listening and collaborating with the community to develop a plan. “And within those priority recommendations, you will see your fingerprints.” 

    As a result, all 44 priority recommendations, including a goal to create student success plans for certain student groups, came from those engagements.  

    Setting those goals was merely one part of Rodriguez’ approach. 

    Under the banner of It Takes All of US (the word “us” emphasized within the letters SUSD), Stockton Unified created a public accountability dashboard available in both English and Spanish. 

    Going Deeper

    Visit Stockton Unified’s Pubic Accountability Dashboard, here

    Read the 2023 State of District, here, which detailed last school year’s priorities

    The dashboard includes each goal, its complexity, which of the four areas it falls under, the department(s) responsible, actions, whether it’s completed or not, outcomes and the impact of those outcomes. 

    Simply put, the dashboard shows the district’s progress and holds the superintendent and the other officials accountable to the goals. 

    Rodriguez said she didn’t want the Stockton Unified community to feel as though “we did all this work, we did all these 21 listening sessions, and now nothing happened.” 

    44 goals is a lot. What’s been accomplished? 

    Within weeks of setting the goals, Rodriguez and the district completed “easy wins.” 

    An easy win, for example, was providing radios for special education classrooms to address student safety. Since the pandemic, dozens of teachers and staff had reported high numbers of “elopers,” mostly special education students but also young learners, running from the classroom — a recurring problem that “no one necessarily was able to solve, or chose to solve, until now,” she said.  

    For each radio purchased, a staff member felt better equipped to support students, Rodriguez said. 

    “Things like that seem insignificant, but to the system, they had a lot of impact because now those teachers feel more at ease that if they do have a student leave the classroom, there’s a way to get help to retrieve them,” she said.

    Rodriguez, also in her first few weeks, formed a student advisory group of 90 students from the district’s high schools.  

    The formation of the Superintendent’s Student Advisory, the first of its kind in Stockton Unified, allowed her to listen to students, such as Emily Gomez Valle, a Chavez High School junior, who said the advisory was a way for her to advocate for her peers

    Then, the district tackled short-term goals, accomplishing them in three months. The district, for instance, started conducting thorough exit interviews to understand why staff were leaving the district. 

    The easy wins and short-term goals were intentional, so that “people knew the superintendent was getting things done,” Rodriguez said. 

    https://www.youtube.com/watch?v=ioCMRo7P1Dw

    In the 2023-24 school year, under Rodriguez’ leadership, Stockton Unified’s graduation rate increased to 83.9% — the highest in the district’s history.

    Long-term goals completed in the 2023-24 school year included increased access and participation in Educators Thriving, a program that provides social-emotional support and training for teachers and other school staff. Stockton Unified is set to have two program cohorts with up to 100 educators participating this school year, according to its accountability dashboard. 

    Based on the need to “focus on our most vulnerable students and have an action plan that is linked to them,” Stockton Unified created specific student success plans for Black students, English learners, homeless youth and students with special needs. 

    Other long-term goals have addressed the district’s legal and financial woes. The San Joaquin County District Attorney’s Office, with the U.S. Attorney’s Office and the FBI, launched a criminal investigation into Stockton Unified in April 2023, after a state audit by the Fiscal Crisis and Management Assistance Team (FCMAT) found evidence that fraud, misappropriation of funds or other illegal fiscal practices may have occurred between July 2019 and April 2022.

    Millions of dollars in federal one-time Elementary and Secondary School Emergency Relief (ESSER) funding, which school districts received to address the impacts of the pandemic, was the subject of the investigation. Under Rodriguez’ leadership, the school district didn’t have to repay the federal government the $6.6 million in ESSER funding that was improperly awarded for a contract. 

    Rodriguez’ challenge was spending the ESSER funds by their timeline. 

    As of March 2023, just months before she started, Stockton Unified had spent only 1.84% (over $5 million) of the more than $156 million it received in ESSER III, which must be returned to the federal government if not budgeted this month and spent by January 2025. According to Rodriguez, the district has now used all the funding, completing over 40 projects. 

    But the allegations about the misuse of ESSER funding triggered a 2021-22 grand jury investigation into the district’s overall spending as well. Stockton Unified, Rodriguez said in 2023, relied on and spent a lot of money on consultants, which the grand jury attributed to district staff lacking the “necessary training and guidance to execute complex district business needs.”

    Stockton Unified has since identified and evaluated the consultants and increased staff expertise to take over the work, leading to a reduction in consultant costs from $886,561 last school year to an estimated $275,000 this year. 

    And as of June, the district has finalized 32 of 44 priority recommendations, including the easy wins, short-term goals and long-term priorities.  

    Still there are larger systemic and structural projects and objectives that are taking more than a year to accomplish, up until this school year or longer. 

    What’s left to do

    Three weeks after school started in the 2023-24 school year, Rodriguez said she met a homeless student who hadn’t attended school at all. She told the student about district supports, such as transportation to school and other available resources once on campus. 

    “And what she said to me is, ‘How do you expect me to come to school when I haven’t bathed in a week?’” the superintendent recalled. 

    Such encounters highlighted the need to expand family and community partnerships, increase expectations and develop equitable action plans, all of which are among the remaining priorities meant to support students and improve their experience in Stockton Unified, Rodriguez said. 

    More than 82% of Stockton Unified students are socioeconomically disadvantaged, according to EdData, with many facing challenges such as the student Rodriguez encountered. Even so, there must be increased expectations for students to perform at high levels with strong support. 

    Using her saying, “You change experiences to change beliefs to change expectations,” Rodriguez said, “I actually have to reframe your experiences so that it changes your beliefs about students, and, then, that changes your expectations for students.”

    The district will also conduct an equity audit to develop a three-year action plan. The equity audit is meant to evaluate district and school policies, practices and procedures that are inequitable and create barriers “that are getting in the way of our students,” Rodriguez said. The goal requires the district to form teams of employees from each school, which will develop a multiyear action plan. 

    Another accountability metric

    The remaining priority recommendations will also be woven into the district’s Local Control Accountability Plan (LCAP), a key accountability requirement of the state’s Local Control Funding Formula (LCFF).

    In fact, Stockton Unified’s 2024-2027 LCAP goals are to increase student academic achievement; center the whole child; provide systemic and innovative programs aligned to students’ passions, interests and talents; create meaningful partnerships; provide access and opportunities to ensure success for students with disabilities; and provide positive learning conditions and experiences for Black students to thrive. 

    Some of the other district priorities include: 

    • Investing in facilities by putting $50 million of ESSER funding into schools so that students have access to amenities such as classrooms with science labs. 
    • Equitably offering arts programs at the district’s 55 schools and for all students, specifically those who are Black, English learners, homeless, have special needs and/or are foster youth who benefit from “differentiated instruction,” Rodriguez said.
    • Launching school and district administrator classroom visits, allowing classroom staff to get feedback and administrators to gain a better knowledge of the adopted curriculum.
    • Resolving the remaining findings and corrective actions reported by the California Department of Education and the San Joaquin County Office of Education as well as the findings of grand jury, FCMAT and audit reports.

    Knowing if and when to change course

    In some areas, such as chronic absenteeism, Stockton Unified identified a systemic goal and improved that metric in a year’s time, but still must find solutions to continue addressing the problem. In this case, the goal was to identify solutions to chronic absenteeism, in which students miss 10% or more days in a school year. Stockton Unified data shows that chronic absenteeism, though still higher than prepandemic numbers, decreased by 3.1 percentage points from the 2022-23 to the 2023-24 school year. 

    Stockton Unified has a nearly 40-person child welfare team responsible for improving that rate. 

    “How can we celebrate that?” Rodriguez asked, “but at the same time say, ‘OK, well, what we’re doing is working. Is it working fast enough? Are there any shifts that we could continue to do?’”

    Chronic absenteeism, performance indicators and other data measured over time create the challenge of knowing if, when and how to pivot a district response. 

    For example, even though there isn’t a specific district goal about it, Stockton Unified has been adding an intervention teacher to each K-8 school based on district data. Seventeen of 41 such teachers have been hired so far.

    “When we’re looking at our KPI (key performance indicator) data, what we know is that our students aren’t making the growth that we need them to make,” Rodriguez said. The district is now using iReady data, which allows teachers to deliver adaptive lessons and includes data on student progress. 

    Based on fall 2023 iReady data, 35% of fourth graders were one grade level behind in English, 13% were two grade levels behind and 39% were three or more grades behind, meaning that just 12.6% were on grade level. In math, 35% of fourth graders were one grade level behind, 25% were two grade levels behind and 32% were at least three years behind, meaning only 8.4% of students were on grade level. 

    “What is our data actually telling us? Every quarter we’re looking at the data because we want to be able to pivot and shift quicker than just yearly,” she said.  

    And the district was able to do that by the end of the 2023-24 school year. In the spring 2024 semester, 24.3% of fourth graders were on grade level in English – an 11.7 percentage point increase from the previous semester. In math, fourth graders on grade level grew from 8.4% to 29% — an improvement of 20.6 percentage points. 

    Maintaining focus

    The priorities that Stockton Unified has identified are what the district has and will continue to focus on moving forward, Rodriguez said. While the equity audit will identify needed changes over the next three years, and while the district will respond to data, the district won’t shift much from the priorities it has identified. 

    “If you aren’t actually focused on what you need to do, then you can be too scattered and not really have the impact that you want,” she said, adding that, “Some of these changes will not change in one single year.”  

    Rodriguez maintains her pledge to make those changes by dedicating the last eight years of her career to Stockton Unified — a plan that became more attainable when the school board extended her contract until 2028, or year five. 

    “Why aren’t kids being successful?” she said. “That cannot happen until people even believe that I’m going to stay put. I won some people over at the six-month mark. I (won) some people over at the year mark. Some people will take the two-, three- year mark.” 





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  • Thomas Friedman: “I Have Never Been More Afraid for My Country’s Future”

    Thomas Friedman: “I Have Never Been More Afraid for My Country’s Future”


    Thomas Friedman is not an alarmist. He has been writing about foreign policy for The New York Times for many years. He has written about crisis after crisis. But now we are an unprecedented point in our history. An unhinged ignorant man is President. Probably he is being manipulated by others. And at times, he acts on whims and grievances.

    On any day, he comes up with some dangerous idea. He is ruining most people’s life savings. Eliminating or disabling federal agencies. Attacking academic freedom; extorting major law firms and universities. Trampling on the rule of law and the Constitutuon. There is no rationale or ending to his madness.

    Friedman admits he is fearful for the future of our country. So am I. Trump is demolishing all established relationships, antagonizing allies, aligning us with Putin’s goals, and breaking whatever he can. Why? Either he is crazy or stupid or acting on Putin’s behalf. I believe it’s all of the above.

    Friedman writes:

    So much crazy happens with the Trump administration every day that some downright weird but incredibly telling stuff gets lost in the noise. A recent example was the scene on April 8 at the White House where, in the middle of his raging trade war, our president decided it was the perfect time to sign an executive order to bolster coal mining.

    “We’re bringing back an industry that was abandoned,” said President Trump, surrounded by coal miners in hard hats, members of a work force that has declined to about 40,000 from 70,000 over the last decade, according to Reuters. “We’re going to put the miners back to work.” For good measure, Trump added about these miners: “You could give them a penthouse on Fifth Avenue and a different kind of a job and they’d be unhappy. They want to mine coal; that’s what they love to do.”

    It’s commendable that the president honors men and women who work with their hands. But when he singles out coal miners for praise while he tries to zero out development of clean-tech jobs from his budget — in 2023, the U.S. wind energy industry employed approximately 130,000 workers, while the solar industry employed 280,000 — it suggests that Trump is trapped in a right-wing woke ideology that doesn’t recognize green manufacturing jobs as “real” jobs. How is that going to make us stronger?

    This whole Trump II administration is a cruel farce. Trump ran for another term not because he had any clue how to transform America for the 21st century. He ran in order to stay out of jail and to get revenge on those who, with real evidence, had tried to hold him accountable to the law. I doubt he has ever spent five minutes studying the work force of the future.

    He then returned to the White House, his head still filled with ideas out of the 1970s. There he launched a trade war with no allies and no serious preparation — which is why he changes his tariffs almost every day and no understanding of how much the global economy is now a complex ecosystem in which products are assembled from components from multiple countries. And then he has this war carried out by a commerce secretary who thinks millions of Americans are dying to replace Chinese workers “screwing in little screws to make iPhones.”

    But this farce is about to touch every American. By attacking our closest allies — Canada, Mexico, Japan, South Korea and the European Union — and our biggest rival, China, at the same time he makes clear he favors Russia over Ukraine and prefers climate-destroying energy industries over future-oriented ones, the planet be damned. Trump is triggering a serious loss of global confidence in America.

    The world is now seeing Trump’s America for exactly what it is becoming: a rogue state led by an impulsive strongman disconnected from the rule of law and other constitutional American principles and values.

    And do you know what our democratic allies do with rogue states? Let’s connect some dots.

    First, they don’t buy Treasury bills as much as they used to. So America has to offer them higher rates of interest to do so — which will ripple through our entire economy, from car payments to home mortgages to the cost of servicing our national debt at the expense of everything else.

    “Are President Trump’s herky-jerky decision-making and border taxes causing the world’s investors to shy away from the dollar and U.S. Treasuries?” asked The Wall Street Journal’s editorial page on Sunday under the headline, “Is There a New U.S. Risk Premium?” Too soon to say, but not too soon to ask, as bond yields keep spiking and the dollar keeps weakening — classic signs of a loss of confidence that does not have to be large to have a large impact on our whole economy.

    The second thing is that our allies lose faith in our institutions. The Financial Times reported Monday that the European Union’s governing “commission is issuing burner phones and basic laptops to some U.S.-bound staff to avoid the risk of espionage, a measure traditionally reserved for trips to China.” It doesn’t trust the rule of law in America anymore.

    The third thing people overseas do is tell themselves and their children — and I heard this repeatedly in China a few weeks ago — that maybe it’s not a good idea any longer to study in America. The reason: They don’t know when their kids might be arbitrarily arrested, when their family members might get deported to Salvadoran prisons.

    Is this irreversible? All I know for sure today is that somewhere out there, as you read this, is someone like Steve Jobs’s Syrian birth father, who came to our shores in the 1950s to get a Ph.D. at the University of Wisconsin, someone who was planning to study in America but is now looking to go to Canada or Europe instead.

    You shrink all those things — our ability to attract the world’s most energetic and entrepreneurial immigrants, which allowed us to be the world’s center for innovation; our power to draw in a disproportionate share of the world’s savings, which allowed us to live beyond our means for decades; and our reputation for upholding the rule of law — and over time you end up with an America that will be less prosperous, less respected and increasingly isolated.

    Wait, wait, you say, but isn’t China also still digging coal? Yes, it is, but with a long-term plan to phase it out and to use robots to do the dangerous and health-sapping work of miners.

    And that’s the point. While Trump is doing his “weave” — rambling about whatever strikes him at the moment as good policy — China is weaving long-term plans.

    In 2015, a year before Trump became president, China’s prime minister at the time, Li Keqiang, unveiled a forward-looking growth plan called “Made in China 2025.” It began by asking, what will be the growth engine for the 21st century? Beijing then made huge investments in the elements of that engine’s components so Chinese companies could dominate them at home and abroad. We’re talking clean energy, batteries, electric vehicles and autonomous cars, robots, new materials, machine tools, drones, quantum computing and artificial intelligence.

    The most recent Nature Index shows that China has become “the leading country globally for research output in the database in chemistry, earth and environmental sciences and physical sciences, and is second for biological sciences and health sciences.”

    Does that mean China will leave us in the dust? No. Beijing is making a huge mistake if it thinks the rest of the world is going to let China indefinitely suppress its domestic demand for goods and services so the government can go on subsidizing export industries and try to make everything for everyone, leaving other countries hollowed out and dependent. Beijing needs to rebalance its economy, and Trump is right to pressure it to do so.

    But Trump’s constant bluster and his wild on-and-off imposition of tariffs are not a strategy — not when you are taking on China on the 10th anniversary of Made in China 2025. If Treasury Secretary Scott Bessent really believes what he foolishly said, that Beijing is just “playing with a pair of twos,” then somebody please let me know when it’s poker night at the White House, because I want to buy in. China has built an economic engine that gives it options.

    The question for Beijing — and the rest of the world — is: How will China use all the surpluses it has generated? Will it invest them in making a more menacing military? Will it invest them in more high-speed rail lines and six-lane highways to cities that don’t need them? Or will it invest in more domestic consumption and services while offering to build the next generation of Chinese factories and supply lines in America and Europe with 50-50 ownership structures? We need to encourage China to make the right choices. But at least China has choices.

    Compare that with the choices Trump is making. He is undermining our sacred rule of law, he is tossing away our allies, he is undermining the value of the dollar and he is shredding any hope of national unity. He’s even got Canadians now boycotting Las Vegas because they don’t like to be told we will soon own them.

    So, you tell me who’s playing with a pair of twos.

    If Trump doesn’t stop his rogue behavior, he’s going to destroy all the things that made America strong, respected and prosperous.

    I have never been more afraid for America’s future in my life.



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