برچسب: schools

  • How Covid’s mental health toll transformed California’s schools

    How Covid’s mental health toll transformed California’s schools


    Top Takeaways
    • Growing numbers of California students reported feeling hopeless in the wake of the pandemic, with 42% of juniors reporting chronic sadness in a 2019-21 state survey.
    • California has made substantial investments in its mental health infrastructure, including the $4 billion Children and Youth Behavioral Health Initiative.
    • School mental health professionals say they feel more valued as essential partners in education.

    When schools shuttered five years ago, many students like Benjamin Olaniyi turned to their phones to find connection during a profoundly unsettling and isolating time.

    “Social media made us feel more connected with the world,” said Olaniyi, who is now a junior at King/Drew Medical Magnet High School in Los Angeles.

    Benjamin Olaniyi

    The pandemic struck in the spring of his sixth grade year, causing him to miss a school camping trip he had looked forward to. He remembers a sense of unity online in those early days amid the uncertainty and fear.

    People were afraid of an unknown disease, profound isolation, economic instability and grief for family members killed by the virus.

    Young people logged on to share how they felt about what they were facing in real time: the loneliness, the hopelessness and the fear that they could lose family or friends to the strange illness.

    This exposure to frank discussion of mental health on social media “probably made us more aware of mental health struggles that previous generations wouldn’t have been exposed to,” Olaniyi said.

    The early years of the pandemic turned out to be a key moment when the conversation about students’ mental health and wellness went mainstream. And it wasn’t just students who took note that their peers were struggling with depression, anxiety and other mental health challenges in the wake of the Covid-19 pandemic.

    This showed up in the pandemic era of the California Healthy Kids Survey, where more students reported that they experienced hopelessness. In data collected in 2019-21, 42% of 11th grade students reported chronic sadness, up from 32% just four years earlier.

    Dr. Ijeoma Ijeaku, president of the California Academy of Child and Adolescent Psychiatry, said that the pandemic lifted a veil on a worsening crisis among young people.

    “It has forced us to look at our mental health in a way we had never looked at it before,” Ijeaku said.

    She credits Gen Z, in particular, for their searing honesty about mental health: “They said, ‘Yes, it’s OK to not be OK.’”

    Five years after the pandemic began, experts say that the way students, educators and policymakers discuss mental health has dramatically changed and that, though there is more work to be done, policy changes and substantial state investments made in the wake of this crisis have had a lasting positive impact in schools.

    “So much of the infrastructure is really enduring past the pandemic,” said Kendra Fehrer, the founder of Heartwise Learning, who has worked as a consultant for schools and community organizations to improve mental health services for students.

    Pandemic’s unequal effects

    Medical professionals have become more vocal about the mental health crisis that children and adolescents have faced due to the pandemic — and how students living in high-poverty communities and Black and brown students have borne the brunt of the crisis.

    In 2021, a declaration from the American Academy of Pediatrics, the American Academy of Child and Adolescent Psychiatry and the Children’s Hospital Association said the pandemic added fuel to already rising rates of childhood mental health concerns, including suicide, noting that communities of color have been disproportionately impacted by Covid’s medical and social problems.

    The pandemic represented the “unveiling of how the status of our health is determined by our ZIP code, not our genetic code,” Ijeaku said.

    More affluent teens, who lived in houses with more space and more privacy, fared better during the pandemic, said Andrew Fuligni, co-executive director of the UCLA Center for the Developing Adolescent. These kids were more likely to live in communities where they could escape to a park to congregate safely or have reliable internet access to keep in touch virtually. 

    Conversely, teens with fewer resources tended to live in overcrowded homes where rates of Covid transmission were high. They were more likely to live with those deemed essential workers exposed to the virus and faced a more serious threat of death or serious illness, factors that take a toll on mental wellness.

    While the whole-child approach to education — championing the importance of school climate, student safety and health for learning, alongside curriculum and instruction — has been growing for decades, schools began to take mental health even more seriously, said Loretta Whitson of the California Association of School Counselors. 

    Teachers are asking for more support from counselors and other mental health professionals, Whitson said. There is a great appreciation for “the value of the work that is being done and how that complements the classroom work in developing a highly functioning adult.”

    State invests billions in mental health

    In the past, when school districts faced a budget crunch, it was typical for counselors, psychologists and social workers to be first on the chopping block.

    “The rest of education caught a cold, we caught pneumonia,” Whitson said.

    But Whitson says things are changing, thanks not just to a shift in the mindset, but also to the infrastructure, such as the Children and Youth Behavioral Health Initiative, that the state has worked on for the last few years. In 2021, the state launched the effort with $4 billion to be invested over five years, which aims to support those under age 26.

    This year, the initiative launched a fee schedule that enables mental health professionals on campus, such as school counselors, psychologists and social workers, to bill Medi-Cal and other types of insurance for the work they do on campus. 

    It can be extremely complicated to get two very different systems — education and health care — working together. Medical billing isn’t the traditional purview of education. Whitson says, however, that this is providing a real alternative to the boom and bust budget cycle that makes it hard to sustainably fund mental health professionals.

    “We’re trying to fully employ people on school campuses that are going to be focused on children’s mental and behavioral well-being,” Whitson said. “This is a big piece of that, to make sure that we have funding that sustains.”

    However, this new funding model could be undercut if Medicaid is slashed, as some fear Republicans intend.

    California has been moving in the right direction over the last decade, Whitson says, and has roughly doubled its school counselor ratio. Still, the state has a ratio of 1 counselor for about 400 students, well above the 250 students recommended by the American School Counselor Association. 

    California school districts have been laying off staff in the wake of budgets weakened by the sunsetting of Covid-era federal funding and shrinking enrollment. Whitson said the good news amid the layoffs is that job cuts are not disproportionately hitting school counselors as they did in the Great Recession in 2009.

    The state has supported bringing a broad array of health services to campuses in low-income neighborhoods through the California Community Schools Partnership Program to the tune of $4 billion. This early post-pandemic effort is continuing to grow, according to Fehrer, the founder of Heartwise Learning.

    Fehrer applauds the state’s investments but says a lot of the real work of transforming school cultures doesn’t happen in Sacramento.

    “The hardest stuff to change is stuff you can’t legislate,” she said.

    ‘Coalition of the willing’

    Fehrer said a major transformation is reshaping the way schools respond to mental health and that it transcends economic divides, and is happening in wealthy enclaves like Palo Alto and farmworker communities like Pajaro Valley. 

    Fehrer calls this a “coalition of the willing.”

    Alexis Mele, a school counselor at Laguna Beach High School, credits her school district and school board for understanding the value of school counselors, who are too often viewed as people who mostly handle academic scheduling and college planning.

    Mele calls the work she can do with a caseload of 250 students “transformative.” At the beginning of the year, Mele holds a one-on-one meeting with every single one of her freshman students with their families, deepening her relationships right from the start.

    On a recent morning, a student dropped by her office to say they were struggling. She said that’s a moment that reinforces the importance of her role.

    “That student was sitting at home this morning, waking up feeling like, ‘This isn’t going to be a good day, but I can go to the office and talk to Miss Mele and that might help.’ And that to me is everything,” Mele said.





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  • How schools can help students facing homelessness get to class

    How schools can help students facing homelessness get to class


    Coming up with solutions to the transportation problems of homeless students would go a long way toward reducing chronic absenteeism, advocates say.

    Credit: KATE SEQUEIRA/EDSOURCE

    A quiet place to complete homework, free and stable transportation options, and not immediately being penalized for missed work are among the things that Te’yana Brown said could have helped her as she faced homelessness at different points between elementary and high school.

    Instead, Brown spent most mornings trying to figure out how to get to her high school. Sometimes, a family member could drive her the 45 minutes to an hour to school, while on other days she took the bus. She missed so much school at one point that she was deemed chronically absent, meaning she’d missed at least 10% of the school year.

    “I think they knew periodically because I would always have absences or I would always be tardy, but I don’t think they were really concerned because, either way, I usually got my work done,” Brown responded in a recent interview to a question about whether her school knew she was experiencing homelessness. “I guess they didn’t really want to make me feel bad about it, but I wish they would have provided a little bit more resources.”

    Te’yana Brown was awarded a scholarship from SchoolHouse Connection, a national homeless advocacy organization that addresses how schools can increase attendance among students experiencing homelessness.

    Brown was far from the only one finding it difficult to get to school as a student experiencing homelessness: Of the more than 246,000 homeless students in California during the 2022-23 school year, 40% were chronically absent, according to data analysis by SchoolHouse Connection and Poverty Solutions at the University of Michigan.

    To prevent experiences like Brown’s is the reason for a new partnership between Attendance Works, a nonprofit aimed at boosting school attendance, and SchoolHouse Connection, a national homeless advocacy organization, to address how schools can increase attendance among students experiencing homelessness.

    A federal law, the McKinney-Vento Homeless Assistance Act, was implemented decades ago to ensure homeless students are identified and supported. If a homeless student falls through the cracks, they miss out on services that could help them stay in school, even if their housing situation remains tenuous.

    The two organizations spent months analyzing data and interviewing districts nationwide to understand how to bring homeless students back to school.

    “There’s a way in which all of McKinney-Vento is about attendance. The entire effort is about increasing attendance, as well as supporting success,” said Barbara Duffield, executive director of SchoolHouse Connection.

    Among the top strategies they gathered are training school staff to identify whether a student might be homeless, working together across school departments to avoid penalizing students for challenges arising from homelessness, and focusing on transportation access.

    Some specific examples of districts taking homeless students’ needs into account include a county in Virginia that coordinated bus routes to motels where homeless students were living. Students admitted to being embarrassed when their classmates would see where they lived, so the bus schedule was changed to make the motels the first stop each morning and the last stop after school.

    In Fresno, a team of school officials at Coalinga-Huron Unified School District meets weekly to review academics, attendance and other factors related to homeless students’ education and then take steps to support those students through that week.

    While identification of homelessness is required under the federal McKinney-Vento Homeless Assistance Act, the people doing this work at schools are often understaffed and underfunded. Usually, they have to gather funding from sources unrelated to McKinney-Vento to comply with the law.

    The McKinney-Vento Homeless Assistance Act’s Education for Homeless Children and Youth grant is a steady stream of funding targeted at this student population, but at $129 million nationwide, it does not reach all schools that enroll students experiencing homelessness. During the 2022-23 school year, for example, California received $14.6 million to support the educational needs of homeless students, but it reached only 127 of the state’s more than 2,000 districts. The year prior, California received $13.2 million in competitive grants that went to 136 districts.

    A significant amount of federal pandemic recovery funds set aside for homeless students was also available starting in March 2021 — over $98 million that went to 92% of California’s school districts, though that was one-time funding.

    A federal Department of Education study published this year found that local educational agencies that received those pandemic recovery funds saw a decrease of 5 percentage points in homeless students’ chronic absenteeism rate.

    The study attributed this national trend to schools’ access to increased funding. Duffield pointed out that these decreases occurred even as student homelessness rose over the same period.

    Brown was eventually able to get to school consistently and is now in her second year at Pitzer College, a private institution that is part of the Claremont Colleges in Southern California, studying management engineering on a full-ride scholarship.

    Her path there, however, required transferring to a high school that offered her flexibility in managing her schoolwork and provided resources that helped her focus on school even as she looked for stable housing.

    Brown’s story is not uncommon

    Te’yana Brown speaks at her high school graduation.

    Brown was never identified as homeless in high school despite showing signs that her basic needs were not being met, including being chronically absent and missing school assignments despite generally maintaining good grades.

    She struggled academically in the first two years of high school, a time in which she and her family were doubling up with other families, eventually moving between motels. She said she didn’t receive resources outside of what all other students were offered, such as referring families to social services programs like CalWorks.

    But her educational experience and her college aspirations changed when she transferred to a school that offered her more flexibility and support. Brown had started working part time at a Goodwill store at age 15, but she stayed on top of her academics because her new school was a hybrid program that required in-person classes only twice a week.

    “Not all students have the flexibility to go to school eight hours a day,” Brown said. ”That can be really challenging when it comes to students from underserved communities.”

    At her new school in the Pasadena area of Los Angeles, Brown had 24-hour access to tutoring platforms, regular check-ins with her teachers and academic counselor, and a college preparatory program that included university tours.

    “I had a lot of other tasks that I needed to do, whether it be research for my family or working to actually support myself,” she said.

    The research that Brown referred to was the time she spent searching for affordable housing for herself, her mother, and her sister.

    Once Brown got into college and moved to on-campus housing, she turned to figuring out how her mother and sister could remain stable.

    “It was really stressful because I had a lot of worry about how my family was going to survive. It really hurt my heart if I was able to go to college and have a roof over my head but they didn’t have a place of their own,” said Brown.

    Brown’s sense of responsibility has permeated her academic life, her college application process, and her decisions now as a college student. For example, when she got an Amazon scholarship that included a housing stipend and a monthly salary, she saved most of her pay for a down payment on a home for her family.

    Advocates say efforts to increase attendance will continue to fail if homeless students are not the central focus. Just last week, Fresno Unified’s school board voted to provide rental subsidies to 10 unhoused families with kids who were were chronically absent. This is the type of strategy that the partnership between Attendance Works and SchoolHouse Connection aims to highlight and help expand.

    “If we’re devising strategies but we’re not paying attention to the specific circumstances of the youth who have the highest chronic absence rates and some really unique barriers,” Duffield said, “then those overall attendance efforts aren’t going to be successful.”





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  • When districts face the tough job of closing schools, Manny Barbara is the go-to guy

    When districts face the tough job of closing schools, Manny Barbara is the go-to guy


    Manny Barbara, right, and new Alum Rock Superintendent. German Cerda discuss plans to transition the district to fewer schools.

    Credit: John Fensterwald/EdSource

    Takeaways From Manny Barbara’s school-closure playbook:
    • Allow plenty of time; let the closure process play itself out.
    • Create a fully representative advisory committee without board members, and protect confidential discussions.
    • Celebrate the closure of a school with a community event.
    • Principals must take the lead to welcome parents, students and staffs to their new schools.

    Alum Rock Union Elementary District in East San Jose was out of time. By last fall, it had spent down most its savings; enrollment, more than 16,000 K-8 students in the early 2000s, had dropped to 7,300 and was headed to under 6,000.

    The state was threatening to take it over.

    With more than two-thirds of its 21 schools at less than 50% capacity, the school board faced what it had long delayed: downsizing. It turned to Manny Barbara, the closer. 

    Alum Rock would be the sixth school district in the San Jose area that Barbara had advised on closing schools in the two decades since, as superintendent, he had shuttered two schools in nearby Oak Grove. A former school psychologist, Barbara was well-respected, affable and a good listener. He also had a plan for closing schools.

    Having fired its last superintendent, the Alum Rock board hired Barbara in the summer of 2024 as interim superintendent to lay the groundwork in the community for likely closures. He switched roles to facilitator when the new superintendent, German Cerda, took over in September.

    Between 2019-20 and 2023-24, 222 elementary, middle, and high schools in California closed, according to the state. Along with the five that Alum Rock will close in the fall and additional consolidations of four schools, there will be many more statewide, with tighter budgets ahead and state enrollment projected to decline further.

    Barbara discusses his template for closing schools and how it worked in Alum Rock in an interview with EdSource. The interview was shortened and edited for clarity.

    It’s April; suppose you’re a school board planning to close some schools this fall. What would you say about the timing?

    It’s too late because you need time for the process.

    There are three phases in school closure. The first is the preparation, informing the board, making the case why it has to be done.

    Then the actual process itself: That involves engaging the community through a committee process and taking the recommendation to the board.

    And then, once the board makes a decision, the third phase, which is just as challenging, is the transition to fewer schools.

    At Oak Grove, we started a year in advance — meeting with community, explaining the rationale, presenting the information to the board. Once you begin, you need to be done around February so that you’ve got the last few months for the transition and closure.

    What are the factors to consider when deciding whether to close?

    It’s an economic decision. You don’t want to do this unless you absolutely have to. With Alum Rock, there was a potential receivership.

    It’s also a psychological experience — emotional for the people involved. Parents, staff, students do not want their school closed. I don’t blame them. They get angry. You have to be prepared for that. You can’t convince people with sheer logic.

    Finally, it’s a political process. Elected boards are vulnerable. Parents can make threats of recall.

    What are the factors to address even before you begin the process?

    Context is important. No two districts are alike. The size of the district matters, the number of schools you have to close, the political climate in the district, the stability of the board, superintendent experience. All should be taken into account.

    Employee unions have to be informed. I never expect the associations to support school closures. The associations in Alum Rock’s case weren’t thrilled about it. My expectation is that only if they say they understand the situation, then at least they don’t tell you one thing privately and then publicly say something different.

    Goal for savings: $1 million per school

    So how much would you expect to save from closing a school?

    Close to a million dollars from the savings in administration, support staff, energy costs and so forth. That does not count any revenue that might be received from leasing the school or selling a site, which could bring in tens of millions of dollars.

    When you consolidate two schools, for example, with 300 students per school, you only need one principal, not two.

    In Oak Grove, we were able to do it through retirements. That’s not always possible.

    What’s the role of the superintendent?

    It’s critical. The superintendent has to be front and center. It’s ultimately the board’s decision, but the superintendent needs to be the key communicator and take as much of the heat as possible.

    Is it wise for districts to consider a facilitator?

    I would not recommend that superintendents do it on their own. With a facilitator, a superintendent can observe.  A superintendent has to be out there communicating with behind-the-scenes meetings, listening to people, hearing their concerns, and explaining why it has to be done. You always should be focusing on what’s best for all the students in the district.

    You’re really selling hope that, at the end of the day, the district will come out better in terms of serving all the students. There’ll be more resources available for students and compensation for employee groups.

    I remember a meeting — it was close to 11 p.m. with 100 parents. I made a comment, “Look, if there’s anything I could do to avoid closing the school, I would do it.” Then I caught myself and said, “Well, no. There is something a lot worse: if I have to lay off a lot of staff that support other students in the district to keep open a small school.”

    Who should be on an advisory committee?

    Representatives from every school, all the employee groups, the administration, community groups like neighborhood associations. The one in Alum Rock was particularly challenging, with about 30 people.

    Who chooses them?

    Schools choose their own. The parents apply, and the principal selects. Unions choose their own representation.

    But no board members?

    No board members. The reason is that I don’t want the board members to get too involved because they’re going to be involved in making the final decision. It’s up to them — they can do what they want to do.  I did not encourage them to attend the committee meetings as observers, and they did not.

    As an advisory committee, their meetings were not subject to the Brown Act, the open-meetings law. Did you suggest that they not be open to the public?

    Yes, that is what I recommend. As the superintendent’s advisory committee, it is important to protect committee members. If you’re a parent and you realize “I have to vote to close my school,” it’s not fair to put them in a position where they’re taking the heat.

    Did their names appear in the vote on recommendations?

    The results, but not the names of how people voted. 

    Do you ask the committee not to discuss what is going on? With 30 people, I’m sure it was difficult to keep things in the room.

    I’m not naïve.  You tell people, please keep it in confidence, but we’re dealing with human nature, and sometimes things get out.

    However, after every meeting, a summary of everything that went on in the meeting is made public. The first part in the process is informational. They hear information on the budget, facilities, programs, enrollment, financial projections.

    What are the criteria for deciding which schools to close? Is it diversity, test scores?

    Test scores are not a factor, but it’s school enrollment, demographics; there are legal constraints you have to take into account, like the impact on a lower socioeconomic community. You take into account even political things, like how close they are to charter schools, whether they’re dual-immersion schools and special programs. You also look at the cost of improving facilities.

    Do you recommend speaking with parents?

    There’s constant communication. You need to go to the schools that are recommended for closing. As you might expect, there’s not a lot of, “Thank you for the great work.”

    What is the process before the board?

    You present in a hearing so the public can respond. Then you present again as action.

    How to handle the transition

    Then what after the decision?

    The bad news is that’s actually the easy part. Morale can be very down. And then you go through this period where people are losing their jobs.

    There needs to be a closure period. Schools are a large part of people’s lives, so you celebrate that ending. That is very hard for boards and superintendents, but they have to be there. For a district that closes many schools, it’s like a new district, and you’re now asking, “How are we going to reimagine ourselves going  forward?”

    So how do you bring two groups of parents and teachers together?

    It starts now, not in the summer, with a meeting with staff, explaining the process, meeting with PTA groups, school site councils, since they’re going to merge parent leaders. Principals have to take the lead in making this happen.

    The transition is easier for students and harder for adults. Once kids get there, and teachers welcome them, they adapt pretty quickly.

    Is there an effect on the receiving school, too?

    Depending on how many students they’re receiving, psychologically, they close, too. The teachers may still be there, but it’s a new school.

    For teachers, the transition can go smoothly if the cultures are similar. Sometimes, you need to bring in facilitators for staff to communicate.

    Do you have meetings where kids and parents meet one another before the end of school?

    I recommend that — whenever possible, not just once. Parents especially.

    In instances where things fall apart — boards rescind decisions or can’t reach agreements on closing schools — why does this happen?

    Usually, it falls apart if you rush the process. Anyone can close a school. You just make an announcement, and that’s done. Now, you have to deal with the repercussions.

    You hear about districts where parents said they didn’t believe the dire financial problems the district says existed.

    You have to have credibility with the financing, make budget numbers available to anyone who wants to see them, and explain it over and over. You have to make your case.  

    What happened in Alum Rock?

    You strive for consensus. I’ve been involved with closures in six districts. I’ve always had unanimous votes from the boards. In Alum Rock, with that many schools, we arrived at a consensus on six (four elementary and two middle schools), but the final three were very difficult, and we were under a timeline. The superintendent had to make the decision for the final three. The board responded and modified some. In the end, they got it done.

    How has the process affected you?

    Even as a facilitator, it’s emotional. People are grieving, they love their school. The superintendent and the board go through a lot of stress. Closing a school is the hardest initiative that you’re going to face as a superintendent. 

    I’ve been willing to help, although I kept saying I was never going to do it again. This time, I really mean it.

    How Alum Rock achieved its savings

    Alum Rock Superintendent German Cerda recalls sobering words from a fiscal adviser for the state last September on the plan to close or consolidate nine schools. “He said, ‘You aren’t going to be able to. This is impossible,’” Cerda recalled, with a laugh. “He told me in my face the day they’re approving my contract. And I’m like, ‘Thank you. I’m going out there to accept the contract.’” Cerda was previously assistant superintendent in nearby Campbell Union High School District.

    Cerda proved him wrong. The closure of five schools this fall, plus the expected closure of a school with 200 students in 2026-27, along with the consolidation of four schools into two, will save $8.4 million. The savings will come from reduced expenses like electricity and fewer staff positions (a single principal, secretary, custodian, counselor and community liaison instead of two of each), he said. Additionally, the district will save $7 million to $8 million through teacher layoffs and retirements, and fewer schools with undersized classes will lead to some larger class sizes within limits set by the teachers’ contract – 31 students per class in the case of middle schools, he said.

    The savings don’t include the potential income from selling or leasing closed schools; several companies and private high schools have expressed interest, Cerda said.

    District morale is low because of layoffs and school closures, Cerda acknowledged, but in meeting with principals who will remain, he sensed excitement for the future. There will be more enrichment courses, and once again, Alum Rock will offer algebra in eighth grade – essential for any middle school in San Jose.

    “They can see the light at the end of the tunnel,” he said.





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