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  • Feds shutter California civil rights office: ‘The students are going to suffer’

    Feds shutter California civil rights office: ‘The students are going to suffer’


    Credit: Carlos Kosienski/Sipa via AP Images

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    TOP TAKEAWAYS
    • The U.S. Department of Education announced that it is reducing its workforce by half, shutting seven of 12 regional branches of its Office for Civil Rights. 
    • California has over 700 pending cases with the Office for Civil Rights. The Trump administration has not provided details on what happens to cases handled by the shuttered regional office in San Francisco.
    • The administration said this dramatic slashing would be followed by “significant reorganization to better serve students, parents, educators and taxpayers.” 
    • Educators and civil rights advocates say that vulnerable students will not have recourse when schools violate their civil rights.

    The announcement of a large-scale effort to reduce the workforce of the U.S. Department of Education on Tuesday — or nearly half of the agency’s staff — is raising concerns among California educators and advocates about the future of civil rights enforcement and funding for vulnerable students.

    About 1,300 federal workers will be placed on administrative leave as of March 21 or have accepted a voluntary resignation agreement, according to a news release by U.S. Secretary of Education Linda McMahon

    Seven of 12 regional offices that handle federal civil rights complaints were shuttered, including the Office for Civil Rights branch in San Francisco, which handles complaints filed in California. 

    “There is no federal presence enforcing civil rights in schools in California,” said Catherine Lhamon, the former assistant secretary for civil rights at the U.S. Department of Education. “Our country and California will effectively see an end to a federal backstop of harm in schools.”

    While local and state governments provide the vast majority of funding and governance for TK-12 schools and higher education, the federal government handles key aspects of education in the U.S., including disbursing student loans and Pell Grants; funding programs for students with disabilities as well as schools serving low-income students; and overseeing national research that provides critical data for educators and policymakers.

    The U.S. Department of Education is also tasked with enforcing federal civil rights laws, authorized by Congress, through its Office for Civil Rights in order to protect students from discrimination. California alone has more than 700 pending complaints of civil rights violations.

    “I don’t know what is going to happen to those cases,” said an attorney who works in the San Francisco branch of the Office for Civil Rights. The attorney declined to be identified, citing concerns about retaliation for speaking out. “The students are going to suffer.”

    McMahon said in a statement that the reduction in force reflects a commitment to efficiency and accountability, and that the department will “continue to deliver on all statutory programs that fall under the agency’s purview, including formula funding, student loans, Pell Grants, funding for special needs students, and competitive grantmaking.”

    Some conservative groups, such as the Cato Institute, applauded the dramatic slashing of staff.

    “We don’t know how many people are actually needed to execute (the U.S. Department of Education) jobs, and it’s time to find out if it’s been a bloated bureaucracy all along,” said Neal McCluskey, director of Cato’s Center for Educational Freedom.

    But many educators and advocacy groups who work with students forcefully condemned the cuts.

    The Los Angeles Unified School District board passed a resolution Tuesday condemning the cuts to the U.S. Education Department, as well as cuts to other federal funding for school meals and Medicaid. Board member Kelly Gonez called on legislators to “push back against this radical and cruel agenda.”

    “The Trump administration and its allies in Congress are looking to decimate federal funding to schools, including cuts to school meals, MediCal, and education block grants,” Gonez said. “More threats are on the horizon due to Trump’s ongoing efforts to dismantle the Department of Education entirely. We will not stand by while this administration removes essential support for students.”

    ‘These are not minor issues’

    After a student with autism died after being restrained, Davis Joint Unified agreed to change its policies and training related to secluding and restraining students in 2022. That same year, Los Angeles Unified promised to address the concerns of disabled students who said they received little legally required special assistance during the height of the pandemic.

    These are just a few of the high-profile complaints that the Office for Civil Rights investigated and settled in California.

    “These are not minor issues,” said Lhamon, who was then the assistant secretary for civil rights.

    The Biden administration pleaded with Congress for additional funding to staff the Office for Civil Rights, which was facing a mushrooming caseload that reached an all-time high during his presidency, according to the Office for Civil Rights’ annual report. Now staff face the prospect of their caseload doubling from 50 cases per person to 100 cases — an “untenable” number, Lhamon said.

    The increase in cases, combined with an existing staffing shortage has likely created a backlog, extending the wait time for investigations to be completed and findings issued, said Megan Stanton-Trehan, a senior attorney at Disability Rights California who represents students with disabilities.

    “With increasing complaints and an idea that we want to increase efficiency, what we shouldn’t be doing is closing offices and decreasing the workforce, unless what we really want is to not enforce civil rights,” said Stanton-Trehan. 

    The federal government is sending the message that though students are required to attend school, there is no federal agency that will protect them from harm, Lhamon said.

    “That’s dangerous for democracy; it’s dangerous for schools,” she said.

    The U.S. Department of Education has not announced a plan for transferring cases from San Francisco or any other shuttered regional office.

    “We are in this work because we care, and we are compassionate,” said the San Francisco Office for Civil Rights attorney. “We are devastated for our students.”

    The Office for Civil Rights page listed 772 records of pending cases that the office is currently investigating in the state of California, though it does not include any cases filed after Jan. 3. Of those, 597 of the listed cases involved K-12 institutions, while another 175 involved post-secondary education. Many of the complaints — 388 pending cases — involve disability discrimination complaints.

    The cases date back to complaints filed in 2016 on a range of topics, including discrimination on the basis of national origin, religion and English learner status, as well as allegations of sexual violence, racial harassment and retaliation.

    Earlier this week, the Trump administration announced that it had sent letters to 60 universities to inform them that the Office for Civil Rights was investigating them for antisemitic discrimination. That list included Sacramento State, Chapman University, Pomona College, Santa Monica College, Stanford University, UC Davis, UC San Diego, UC Santa Barbara and UC Berkeley.

    Ana Najera-Mendoza, director of education equity and senior staff attorney for the American Civil Liberties Union (ACLU) Southern California, is concerned that these complaints may take precedence over others. Every complaint filed in the Office for Civil Rights deserves to be considered in good faith, she said.

    Stating that a reduction in force doesn’t equate to a reduction in the department’s responsibilities, Najera-Mendoza said, “No administration should elect to enforce some complaints over others to enforce a specific agenda.”





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  • Upcoming Features for the New School Year


    With virtual learning more relevant than ever, we at Wowzers are working hard to release a variety of new features for the upcoming 2020-2021 school year. As more schools make the move to virtual learning, our goals are to better support the diverse needs of students, provide more automation and adaptive features to personalize content, and encourage student accountability over their own learning. Here’s a rundown of what to expect in the coming months:

    Automated Personalized Learning Paths

    Soon, Wowzers will be able to automatically generate a personalized curriculum for all students. After completing our comprehensive pre-assessment, your students are assigned a curriculum path that meets them at their individual needs. As students work seamlessly across grade levels, they receive exactly the right content to accelerate their learning and engagement. This new feature is in addition to our integration with NWEA, which gives each student a personalized learning path based on their MAP Growth assessment results. Now, even schools that don’t use NWEA assessments will be able to automatically generate a personalized curriculum for all their students.

    Offline Mode for the Wowzers App

    Available on Chromebooks, iOS, Android, Windows, and macOS, our new app can be downloaded on almost any device.  Because each student’s progress is stored in the cloud, they can switch devices whenever needed and pick up where they left off in the curriculum. With new optimizations, the app downloads up to four times faster than when students access Wowzers via a browser window.

    Even when an internet connection isn’t available, the Wowzers app will soon be able to work offline, which allows students to work on Wowzers anywhere. Their progress is immediately retrieved when they sign in where there is an internet connection. The app is a perfect solution for students living in remote areas of the US, and the rest of the world, who don’t have internet access at home. When using the Wowzers app offline, it also requires very little time to load and uses less battery power. 

    K-2 in Spanish

    The kindergarten, 1st grade, and 2nd grade content in Wowzers will soon be available in Spanish! Both the text and the voiceover can be switched to Spanish to support our younger ELL students.

    New Student Dashboard

    The new student dashboard allows students to more easily track their own progress. They will be able to easily see their latest scores and usage, encouraging them to remain accountable in their education journey.

    New Remediation Videos

    We’re also adding brand new remediation videos to the kindergarten, 1st grade, and 2nd grade content, just like the ones found in the older grades. These 100+ videos target exactly where students are struggling and help get them back on track with a short whiteboard lesson.

    Additional Adaptive Features

    When a student doesn’t quite pass the cumulative assessment at the end of a section, we’ll now move them backward in the curriculum to review the content. Teachers no longer need to manually adjust students’ curriculum paths when they’re struggling and not quite ready to move forward.

    Our hope is that these features will make all our users’ lives easier, from students and their parents to teachers and administrators.



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  • After the fire: Former foster youth attributes recovery to unconditional support

    After the fire: Former foster youth attributes recovery to unconditional support


    Wildfire smoke fills the air over the 110 freeway in Los Angeles.

    Credit: AP Photo / Etienne Laurent

    Before the Eaton fire this January, Alexander Ballantyne lived in Altadena, just a few minutes away from his Pasadena City College campus.

    That all changed on Jan. 7 when the fire reached the home he’d lived in the past three years with his aunt and uncle, forcing them to quickly evacuate. He left with only the clothes he was wearing and the school backpack he had left in his car.

    The home burned down later that day, and he was suddenly homeless, a situation he’d been in just a few years prior.

    Among the people who lost their homes, livelihoods, and lives in the fires that ravaged Los Angeles early this year is a subset of young people who are in the foster care system and already knew the trauma of losing a home.

    Ballantyne’s recovery from the devastation of the fire has not been easy, but it has been remarkably quick, a feat that highlights how imperative it is to pair stable housing with consistent, individualized support.

    “I had stable housing with my legal guardians (in high school) and I had stable housing with my aunt. If it was just the stability, theoretically, I should have gotten through all of high school amazingly, flying colors,” he said. “I think it’s more so the type of support you get — you know it’s unconditional.”

    Ballantyne, 25, was in the final stretch of transfer applications as the Eaton fire started. He was preparing the supplemental application for UC Berkeley’s business school, a highly competitive program. Less than 24 hours after it became available, however, he was fleeing from his family’s home, pushing finishing the application down his list of priorities.

    Alex Ballantyne is a student at Pasadena City College, where he’s finishing his last semester before transferring to a four-year university.

    “I almost felt like I was in my element, in the sense that it really wasn’t the first time I had nothing,” Ballantyne said in a recent interview. “And even though I say it feels pretty similar to how it was when I was homeless at 18, just having the support of my family … I feel like I landed on my feet.”

    As soon as his friends and network found out that he had lost his home, they stepped in to help him rebuild. A friend started a GoFundMe donation page for him, and it quickly reached its goal. One Simple Wish — an organization that directly funds any need or want a foster youth might have — crowdfunded additional money to replace the school and office supplies he’d lost.

    This quick support came from networks that Ballantyne had built over the years. He’s been part of organizations like First Star, a college readiness program for foster youth, where he met people like the founder of Jenni’s Flower, an LA-based organization that organizes events to empower foster youth. He is part of the foster youth programs at Pasadena City College, and he’s on the board of two nonprofits.

    What mattered to Ballantyne, more than anything else, was that the support he received came with no strings attached and from people he knew truly cared for him.

    “It’s really not the money that will get a foster kid through school or training or whatever they want to do,” Ballantyne said. “It’s the support, it’s the human connection, and it’s the feeling like they have somebody to lean on. That’s the most important part.”

    In the months since the fires, One Simple Wish has provided thousands in funding to 12 foster youth in Los Angeles alone, including Ballantyne.

    “Especially for minor children moving through the system, there’s not a lot of choice. You don’t often get to choose the neighborhood or the church you go to, the school you go to, the friendships that you can or can’t maintain, whether or not you get to stay with siblings; there’s just so much choice already being removed,” said Danielle Gletow, founder of One Simple Wish.

    Her organization’s mission is to fill the gaps that other groups might leave: Instead of asking someone if they need a backpack, her team leaves the question open-ended, asking, “What would you like to put your belongings in?”

    “Our goal is to just make sure that … what an individual needs in a time of crisis or challenging times, we put that power back in their hands,” said Gletow, who said the majority of funds come in as donations from supporters across the country.

    Ballantyne knows that lack of choice firsthand. He entered the foster system during middle school after an unstable childhood, andmoved through four placements during his freshman year of high school, before being placed with a family who became his legal guardians until the age of 18. He said that despite having housing stability through most of high school, he earned a 2.9 GPA.

    Today, weeks after his home burned down along with all of his belongings, coupled with the stress of waiting to hear back from colleges he applied to as he finishes his spring semester, he has maintained a 3.6 GPA.

    It’s all in the support

    At 18, shortly after graduating from high school, Ballantyne said he was kicked out of his foster home of three years and was homeless, couch surfing and working four jobs to get by, until he landed in transitional housing.

    He enrolled in community college shortly after, but left before the semester was over, right as the Covid-19 pandemic was starting. He fell into a deep, long-lasting depression, and for the next three years, he spent most days playing video games, drinking, smoking weed and taking pills, he said.

    His “wake-up call,” as he calls it, came in March 2021, when he received a text notifying him his grandmother was dying in the hospital. “I just remember feeling so helpless. I didn’t have the money to get an Uber to go see her,” he said. “I didn’t drive. I was doing nothing with myself.”

    Ballantyne’s grandmother had been like his mother, he said, and she’d just died in the same hospital he’d been born in about two decades earlier. She was his champion, always reminding him how much she loved him.

    While in the foster system, he had been estranged from his family for years, but as he helped his aunt prepare his grandmother’s home for sale, he told her about his living condition.

    It was around this time that Ballantyne’s life started turning around. His decision to get a job at a Best Buy “changed everything.” He initially wanted the job just for the discounts on video games, but he came away with companionship, which he needed after having been isolated in his depression for years.

    His aunt soon invited him to move in with her rent-free as long as he worked or attended school full-time and helped out around the house. He grabbed the opportunity and enrolled at Pasadena City College, where he is now just months from transferring to a four-year college.

    He learned what it was like to receive unconditional support when he moved in with his biological family as an adult.

    “I don’t think I was ever dumb,” he said, referring to the many years in which he didn’t excel academically. “I just don’t think I ever was in a situation where I truly, 100% felt comfortable and secure with where I was at.”

    Ballantyne is currently living in Burbank, renting a room in a classmate’s apartment, while his uncle and aunt are staying with family farther north in Los Angeles County.

    He’ll be there through the end of the summer, at which point he’ll be moving to whichever university he chooses among the four that accepted him so far. His rent is paid through August, thanks to the funding he received after the fires.

    The network of friends and resources that stepped up to support Ballantyne is there for all other foster youth, both he and Gletow emphasized.

    “We really do stress the importance of making connections wherever you can because it will matter as you get older. And as you become an adult, you have less and less of a network or safety net,” said Gletow, whose organization also has an educational wish fund where school staff can submit requests for flexible funding to use as needed.

    Ballantyne did eventually submit his supplemental application to UC Berkeley’s business school on time when he was sheltering at a family member’s home. The application had a video component requiring applicants to record themselves answering prompt questions, but the desk in the room he was staying in was inside a closet — not an ideal setting for such an important video.

    But Ballantyne knew he had everything he needed, including a newly replaced laptop, thanks to his friends and network, so he hit the record button and got to work making his goals a reality.





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  • Covid’s long shadow in California: Chronic absences, student depression and the limits of money  

    Covid’s long shadow in California: Chronic absences, student depression and the limits of money  


    TOP TAKEAWAYS
    • The Covid-19 pandemic amplified long-standing inequalities; there are no quick fixes to high chronic absentee rates and other challenges.
    • A return to “normal” won’t address post-Covid students feeling disengaged – nor should it.
    • Unlike other states, California districts have a $6 billion Covid block grant to replace federal relief that expired.

    In March 2020, the Covid pandemic shut down schools, creating havoc, particularly among California’s most vulnerable children. Five years later, despite unprecedented funding from the state and federal governments, most districts continue to struggle to recover the ground they lost amid multiple challenges: more disgruntled parents and emotionally fragile students, a decline in enrollment, and uncertain finances. 

    According to calculations by researchers at Stanford and Harvard universities, most California school districts remain below pre-pandemic levels in standardized test scores — 31% of a grade equivalent below in math and 40% of a grade equivalent in reading. These averages understate the widening gaps in living conditions as well as test scores between the lowest-income and least-impoverished districts and schools.

    The drop in the average scores in California and the nation on the National Assessment of Educational Progress in 2024 “masks a pernicious inequality,” said Sean Reardon, faculty director of the Educational Opportunity Project at Stanford.

    Scores are a shorthand measurement of learning, and they do not address the deeper, latent impact of the pandemic.

    “We tend to overlook the longer-term effects of the delay in socialization and self-discipline — things that schools nurtured in young people,” said Vito Chiala, principal of William C. Overfelt High, whose 1,400 primarily low-income Hispanic and Vietnamese American students live in East San Jose. “Young people becoming adults at the high school level seem to be maybe two or three years behind where it used to be.”

    In the first year of returning from remote learning, the focus was on school-related behaviors and self-management, Chiala said. “Students who had spent over a year saying whatever they wanted on social media had to face people in person, and that was super-uncomfortable sometimes. Now it’s much more about endurance, being willing and able to do hard academic work for longer periods of time.”

    Overfelt High is far from unique. The National Center for Education Statistics reported that in 2021-22, 87% of public schools said the pandemic harmed student socioemotional development, and 56% reported increased incidents of classroom disruptions from student misconduct.

    Educators, in turn, have taken a more holistic approach to building students’ mindsets and meeting families’ basic needs, said Bruce Fuller, a professor of education and public policy at the University of California Berkeley, who is studying nine California districts’ post-Covid responses.

    Recognizing that Covid amplified the harsh conditions of living in poverty, Gov. Gavin Newsom and legislators put $4 billion into creating community schools in low-income neighborhoods to strengthen ties to parents and open health clinics at schools. The state began to fund free universal school breakfasts and lunches.

    With state grants, Rocketship Public Schools hired care coordinators in all of its charter schools, most in East San Jose, to cope with the aftermath of Covid. 

    Fabiola Zamora, a mother of four children from ages 2 to 10, described the support from the care corps coordinator for her school when she became homeless. “We received blankets, diapers, warm clothes. Mrs. Martinez guided me to a shelter and helped get my daughter to school,” she said. “It was hard. I was scared; it made me feel I wasn’t alone.” 

    Mental health responses

    The proportion of students experiencing mental health issues had been rising before Covid. It accelerated during remote learning and coincided with an explosion of social media and cell phone use. The Journal of the American Medical Association reported that the incidence and prevalence of depression among 1.7 million 5- to 22-year-olds served by Kaiser Permanente in Southern California rose by about 60%, and the incidence of anxiety increased 31% from 2017 to 2021.

    School districts in turn hired more counselors and psychologists using mental health funding and $13.4 billion the state received from the federal American Rescue Plan Act of 2021, the last and biggest installment of the $23.4 billion in Covid aid from Congress. Savvy districts have tapped Medi-Cal, the California version of Medicaid, to reimburse school mental health services, although Republican plans for massive cuts to Medicaid could jeopardize the funding.

    Addressing the whole child makes sense. Disengaged and depressed students can’t focus; chronically absent students fall behind, complicating efforts to catch them up while moving others ahead.

    But have these added responsibilities overburdened and preoccupied districts? In a fifth-year Covid reassessment, Robin Lake, director of the Center for Reinventing Public Education at Arizona State University, and Paul Hill, the center’s founder, raised that issue. “By easing up on graduation requirements” (which the California Legislature did), “making it easier for students to earn good grades, excusing frequent absences, and prioritizing social-emotional learning curricula over core academics,” they wrote, “the pendulum has swung too far away from the core business of schooling.”

    Stubbornly high chronic absenteeism

    The persistently high rates of chronic absences in California since Covid underscore complex challenges. In the first full year back from remote learning, chronic absenteeism nearly tripled statewide from 12% in 2018-19 to 30%, mirroring that of other states.

    Just as with test scores, the averages masked yawning differences between ethnic and racial groups and levels of poverty: 35% for Hispanics, 42.5% for Black students, and 46% for homeless and foster youths, compared with 11% for Asian and 23% for white students. Students are chronically absent when they miss 10% or more days of school.

    By 2023-24, the statewide rate declined, first to 25% in 2022-23 and then to 20% — still two-thirds higher than pre-Covid. An analysis by researchers Heather Hough of Policy Analysis for California Education and Hedy Chang of Attendance Works helps explain why learning recovery has been slow in impoverished schools. Only 2% of schools with the fewest low-income students had high or extreme levels of chronic absences, compared with 72% of schools in which three-quarters or more of students were low-income. The disparity isn’t new; the dimensions of the divide are. 

    “If you want to reduce chronic absence, you need to solve the root causes that result in kids not showing up to school in the first place,” said Attendance Works founder Chang. “The barriers — poor transportation, homelessness and food insecurity — are huge, and these issues are hard to solve.”

    Schools also had a messaging problem. “During the pandemic, we said, ‘You should stay home for any reason for illness, any symptom.’ I don’t think we had counter-messaging when we wanted kids to come back.”

    “The imperception was maybe missing school doesn’t matter so much if I think my kid might be sick,” Chang said.

    Some high school students reached the same conclusion, added Overfelt principal Chiala. “We always said school is mandatory, school is important. And then we said for a year and a half (during remote learning) it wasn’t,” he said. “I think psychologically, a lot of young people are like, ‘”If it was really important, you would’ve made me keep coming.’”

    Computers for all students

    There is an unmistakable positive legacy of Covid: the equitable spread of technology after initial chaos.

    Covid caught the state flat-footed, without a plan or the capacity to switch on a dime to remote learning; in many districts, this did not go well, as kids with home computers but spotty internet drove to fast-food parking lots to download the week’s homework assignments and to upload their answers. 

    In June 2020, the California Department of Education estimated that 700,000 students lacked a home computer — which soon rose to 1 million, or about 17% of students — and that there were 322,000 hot spots for internet service.

    State Superintendent of Public Instruction Tony Thurmond created the Bridge the Divide Fund. With $18.4 million in donations, it distributed 45,000 Chromebooks, plus 100,725 hot spots. 

    The difference-maker arrived in 2021 with $7 billion as California’s share of the Biden administration’s Emergency Connectivity Fund. Federal funds have enabled more than 75% of schools nationwide to provide a computer for every student, and more than 80% of schools have high-speed broadband service, said Evan Marwell, the founder of the San Francisco-based nonprofit EducationSuperhighway.

    Soon, it will be time to recycle personal computers. The good news, Marwell said, is a Chromebook can now be bought for $200.  

    Low return on federal investment?

    On the 2021-22 Smarter Balanced tests, low-income students fell back after years of slow improvement. The overall 35% proficiency in English language arts was 4 percentage points lower than in pre-pandemic 2018-19. The 21% proficiency in math was a drop of 6 percentage points. Two years later, low-income students had regained half of what they had lost on both tests.

    During these three years, per-student spending in California mushroomed by about 50% per student because of federal Covid relief and one-time state funding due to record-setting revenues, according to data assembled by Edunomics Lab, an education finance organization. The combination of high spending and lower test scores earned California one of the nation’s worst “returns on investments.”

    However, a newly released deeper analysis of district-by-district Smarter Balanced results by researchers at UC San Diego, American Institutes of Research, UC Berkeley and Public Policy Institute of California showed that two years of federal Covid spending had a statistically significant effect in 2021-22. It was equivalent to a gain in math and English language arts of about 10 days of learning, said economics professor Julian Betts of UC San Diego.

    Schools that reopened a year earlier from remote learning than most schools in California showed a bigger gain: about 20 days of learning.

    However, those positive factors were not big enough to offset the effects of poverty — a loss of a quarter year of learning for schools with a high percentage of low-income students. 

    Researchers also looked at the results of the California Healthy Kids Survey that students fill out annually to see if there was a correlation between widespread bullying and student harassment with test scores. The effect was large: the equivalent of a half-year of lost learning in math and a third of a year in English language arts in 2021-22. The data document what socio-emotional learning advocates have preached for years: School climate matters in recovering academically from Covid declines. 

    One last source of funding

    Starting with the 2021-22 state budget, Gov. Gavin Newsom and the Legislature invested more than $10 billion in TK-12 in the post-Covid years. The bulk of it went to transitional kindergarten (TK) and extended learning programs. What Newsom didn’t direct funding to were comprehensive, statewide, early reading and numeracy programs and high-intensive tutoring — two strategies that other states like Louisiana funded to respond Covid-era declines in test scores. Newsom had proposed $2.6 billion for “high-dosage” in-school tutoring; it vanished in the final budget.

    What did survive was a $6 billion Learning Loss Emergency Block Grant program. Apparently unique among states in providing substantial money beyond the expiration of the $23.4 billion federal Covid funding, it directs most money to heavily low-income districts through 2026-27. In settling the Cayla J. lawsuit filed by Oakland and Los Angeles families over the state’s failure to meet their children’s education needs during remote learning, the state agreed to require that districts use the block grant for evidence-based strategies, like high-dosage tutoring. Districts must also conduct a needs assessment study, create a plan for the money, and present it to the public.

    The learning recovery block grant provides an opportunity to ask questions raised by the Center for Reinventing Public Education in its five-year reassessment:

    • What worked and didn’t work over the last five years?
    • How are the students most in need going to get extra time and attention?
    • What skills and new work habits are required of teachers?

    Authors Robin Lake and Paul Hill concluded that the needed systemic changes would be “a heavy lift.” The necessary changes “probably can’t be done unless state officials seriously consider major waivers of regulation and teacher unions allow experimentation with new teacher roles and school staffing rules.”

    Vito Chiala

    Bruce Fuller, the UC Berkeley professor who is analyzing the learning recovery plans of 700 California districts, agrees. “It’s hard to sustain anything that’s seriously innovative,” he said.

    Vito Chiala at Overfelt High in San Jose, however, said Overfelt is becoming a different place. “When we came back (from remote learning), we really spent a lot of time radically dreaming about how will we treat our kids? How will we grade work? How, what will we be teaching them? How will we embrace our students’ humanity?”

    The result: “We don’t grade the same way we used to. Classes aren’t rushing through curriculum like they used to. Teachers aren’t feeling they have to move on, even though half the class hasn’t learned. We’re really trying to motivate students to feel the intrinsic need to learn and get better.”

    “We’re still finding our footing in sort of this post-pandemic world,” he said.





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  • The Pros and Cons of Working as a Home Tutor in Lucknow

    The Pros and Cons of Working as a Home Tutor in Lucknow


    Home tutoring has become an increasingly popular job choice for many in Lucknow, offering both flexibility and the chance to make a difference in students’ lives. Whether you’re a student, a retired teacher, or a professional seeking additional income, becoming a home tutor has its own perks and challenges. In this blog, we will walk through the various pros and cons of being a home tutor in Lucknow, helping you decide if it’s the right fit for you.

    Pros of Working as a Home Tutor in Lucknow

    1. Flexible Working Hours

    One of the biggest advantages of being a home tutor is the flexibility it offers. Unlike a traditional 9-to-5 job, you have the liberty to choose your work hours. This flexibility is particularly beneficial for students who wish to earn some money alongside their studies or for professionals looking for a side hustle.

    2. A Personalized Teaching Experience

    Home tutoring allows you to work closely with students, providing a tailored learning experience. You can focus on their individual needs and weaknesses, which is often not possible in a classroom setting. This one-on-one attention can be incredibly rewarding as you witness your student’s progress firsthand.

    3. Lucrative Earning Potential

    In a city like Lucknow, where education is a priority for many families, home tutors are in high demand. The pay can be quite good, especially if you have expertise in subjects that are sought after, such as Mathematics, Science, or English. Tutors can charge per hour or per session, and your earnings can be substantial if you manage multiple students.

    4. Gaining Teaching Experience

    If you are aspiring to become a teacher or work in the education sector, home tutoring is a great way to build your experience. It helps you develop essential skills such as communication, time management, and understanding student psychology. These skills can be invaluable if you decide to transition to a full-time teaching role in the future.

    5. Building Strong Relationships

    Being a home tutor means you form strong bonds not just with the student but also with their family. This can open up networking opportunities and even help you gain more referrals for additional tutoring work. A good reputation can spread quickly in cities like Lucknow, and word-of-mouth can be your best marketing tool.

    Cons of Working as a Home Tutor in Lucknow

    1. Irregular Income

    While the pay can be lucrative, it is not always consistent. Income can vary depending on the number of students, cancellations, school holidays, or exam seasons. Unlike a salaried job, where you know how much you will earn each month, tutoring can be unpredictable, and you need to budget accordingly.

    2. Travel and Time Constraints

    If you’re teaching students in their homes across different parts of Lucknow, travel can be a significant challenge. The city’s traffic and weather conditions can make it tiring to reach your students on time. Moreover, if you are traveling to multiple students’ homes in a day, it can limit the number of sessions you can conduct and increase your transportation costs.

    3. Managing Diverse Student Needs

    Every student has unique learning needs and paces. As a tutor, it can be a challenge to adapt to different learning styles and ensure each student understands the concepts. Some students may require more attention or could be less motivated, making your job harder as you try to find creative ways to keep them engaged and improve their performance.

    4. Work-Life Balance

    Since tutoring often happens during the evenings or weekends (when students are available), it can affect your work-life balance. You may find yourself working at odd hours or sacrificing your personal time to accommodate students’ schedules. This might not be an issue for some, but it can become overwhelming, especially when you have multiple students with varying time preferences.

    5. Reliability and Consistency Issues

    Tutoring requires consistency and not all students or their parents are reliable when it comes to scheduled sessions. Some might cancel classes at the last minute, or students might skip sessions due to personal reasons. This can disrupt your schedule and, ultimately, your income.

    Tips for Success as a Home Tutor in Lucknow

    While there are both advantages and disadvantages to being a home tutor, here are a few tips to help you succeed:

    1. Set Clear Expectations: Be transparent with your students and their parents regarding your availability, fees, and cancellation policies to avoid misunderstandings.
    2. Stay Organized: Maintain a schedule to track sessions, payments, and progress for each student to keep everything in order.
    3. Market Yourself: Spread the word about your services through word-of-mouth, social media, and tutoring platforms like TheTuitionTeacher.
    4. Adapt and Learn: Understand that each student is different and be ready to adapt your teaching methods to suit their needs.

    Conclusion

    Working as a home tutor in Lucknow has its set of rewards and challenges. While the job offers flexibility, good earning potential, and the satisfaction of making a difference in students’ lives, it also comes with irregular income, travel constraints, and the need for constant adaptability. However, with the right approach and mindset, home tutoring can be a fulfilling career choice, whether you’re doing it full-time or as a side gig.

    If you’re considering stepping into the world of home tutoring, weigh the pros and cons, and decide if it aligns with your career goals and lifestyle. After all, there’s nothing more rewarding than helping a student achieve their academic goals and knowing you’ve played a part in their success.

    Happy Tutoring!



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  • Preparing for the 2020-21 School Year with Wowzers

    Preparing for the 2020-21 School Year with Wowzers


    The upcoming school year brings a lot of unknowns, but whether you’re looking at remote learning, in-person learning, or a combination of the two, Wowzers is designed to make learning both effective and engaging. In this blog post, we’ll go over the different ways Wowzers can be set up to meet the needs of students in a hybrid teaching model.

    Using the default scope and sequence

    Each grade in Wowzers contains a default curriculum path built around the Common Core State Standards (CCSS). All CCSS and state standards are addressed, and each 3-8 grade level is designed to take a school year to complete. The online curriculum can also be supplemented with related offline activities, worksheets, discussion questions, and games. With the default curriculum path, you don’t need to worry about whether students have the required prerequisite knowledge; the curriculum follows a natural progression and each section builds upon the previous ones. We particularly recommend the default scope and sequence for parents using Wowzers with their children, since there’s no need to understand all the pedagogy and math concepts; Wowzers does the work for you.

    To use the default curriculum path, assign students to the Classroom Path without editing it. Remember that you can always edit the Classroom Path to put the sections back in numerical order if you already edited it.

    Using the Wowzers pre-assessment to assign a personalized path

    Brand new for the 2020-21 school year, all students have access to their own personalized curriculum. After completing our comprehensive pre-assessment, students are assigned a curriculum path that meets them at their individual needs. As students work seamlessly across grade levels, they receive exactly the right content to accelerate their learning and engagement. This new feature is in addition to our integration with NWEA, which gives each student a personalized learning path based on their MAP Growth assessment results. Now, even schools that don’t use NWEA assessments will be able to automatically generate a personalized curriculum for all their students. Like the default path, the personalized path is designed to take an entire school year to complete.

    To use this feature, have your students take the Wowzers pre-assessment to generate their personalized curriculum path. There’s no need to edit it or re-assign them to another path unless you determine they’re struggling or need more advanced work.

    Using the NWEA MAP Growth Assessment to assign a personalized curriculum

    For schools that use the NWEA MAP Growth Assessment, Wowzers is able to directly import each student’s RIT score. Because both the MAP Growth assessment and Wowzers’ curriculum are aligned to Common Core State Standards, we look at how the student performed on each standard in the assessment and then match that with the corresponding Wowzers curriculum. With this data, Wowzers automatically creates a personalized math curriculum to meet students where they are and help them master the content they’re ready to learn. Since each path is individualized, it can include content from multiple grade levels to perfectly suit the student.

    To use this feature, follow our video tutorial.

    Align Wowzers to match your classroom’s math textbook

    If you’re using Wowzers alongside a textbook, you may want to adjust the Wowzers curriculum to match the scope and sequence of the textbook. If you’d like assistance, we have documents that outline how to rearrange the Wowzers curriculum to match most major textbooks, including:

    • Bridges
    • My Math
    • Glencoe
    • Eureka
    • Go Math

    To request a correlation guide, feel free to reach out to our team at math@wowzerslearning.com. To edit the curriculum path to match a textbook’s scope and sequence, use our path editing feature to rearrange the curriculum as needed. For more information, see our video tutorial.

    Whichever way you choose to use Wowzers, our goal is to get students up and running with minimal setup time. By eliminating much of the busywork involved in setting up a new program, teachers have more time to spend working 1:1 with students and focusing on the more important aspects of teaching. With our built-in Learning Management System (Teacher Dashboard) at their fingertips, teachers can easily track their students’ progress at a glance and quickly determine which students need additional intervention. For more information about our LMS, see our video tutorial.



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  • Madera drama teacher sees the arts as a gateway to improving literacy skills

    Madera drama teacher sees the arts as a gateway to improving literacy skills


    Students in Julian Ramos’ drama class in Madera.

    Credit: Courtesy of Julian Ramos

    A few years ago, when Julian Ramos first started teaching drama, he was hoping to explore Greek tragedy with his sixth graders. Then he realized only three out of his 30 students were reading at grade level. So, Sophocles was off the table.

    A practical soul, he pivoted to “The Country Mouse and the City Mouse,” a charming fable popular with his second graders. The sixth graders loved it too, but Ramos still worries about their reading skills.

    “Reading has become a chore for a lot of students,” said Ramos, a former English teacher who now specializes in dramatic literature at Pershing Elementary, a TK-6 school in Madera Unified, just northwest of Fresno in the San Joaquin Valley. “I’m currently struggling with how I can use my time wisely, productively and efficiently, as a drama class, but also to reinforce and enhance their literacy skills.”

    In an age of widely declining literacy rates, Ramos, who grew up in Madera, realized that he has to meet the students where they are. Like many experts, he blames a confluence of factors, including excessive screen time and pandemic disruptions, for the fact that many students struggle to concentrate long enough to read deeply. One thing he doesn’t do is blame the kids.

    “I myself have fallen victim to it,” he admits with characteristic candor. My whole life I have been a reader, but I’m not reading like I used to either. I find myself scrolling. So I can relate to the kids.”

    Ramos, who studied with the celebrated Cajun playwright Anne Galjour (“Hurricane/Mauvais Temps”) at San Francisco State University, sees drama as a spark to fuel literacy. He hopes to parlay his students’ excitement about storytelling, their insatiable need to spill the tea, into a love of language. 

    “How can I use drama to familiarize them with language, with words, with communication?” he said, given that they are growing up in a texting culture that often eschews words and leans on emojis so hard that it’s “basically like hieroglyphics.” “Drama helps students to understand what motivates characters, and how those motivations can be expressed through written language.”

    Students in Julian Ramos’ drama class in Madera.
    Credit: Courtesy of Julian Ramos

    That’s why he’s so grateful that Proposition 28, the groundbreaking arts mandate, has allowed every Madera school to hire more arts teachers, expanding its music and drama programs substantially.

    “It is important to expose children to the arts because they all have a voice and a story to tell and, without encouragement, many of those voices and stories go silent or become stifled,” said Ramos. “Many of those voices are made to believe what they have to say does not matter.”

    While teaching full-time, Ramos is also pursuing his credential through Cal State East Bay’s new online dance and theater program, which launched in 2021, making it the first CSU to offer those credentials just as Proposition 28 kicked into high gear, creating thousands of new arts teaching jobs at California schools. It’s now the largest such program in the state, with students logging on from San Francisco to Los Angeles, not to mention the state’s geographical center, Madera.

    Initially, many faculty members were skeptical of the efficacy of an online program, but it has proved to be quite popular, particularly with students who have competing responsibilities, such as jobs and children, like Ramos. 

    “The largest obstacle faced was a division in the faculty about whether teacher education could be taught in an online modality,” said Eric Engdahl, professor emeritus in the department of teacher education at CSUEB, who designed the program. “In the opinion of some, not all, teaching is an in-person profession and therefore needs all in-person instruction. However, online learning is what students want.”

    If not for Engdahl’s prescience, pushing through an online program before the pandemic made such initiatives the norm, it would be even harder for districts like Madera to recruit arts teachers amid a statewide staffing shortage. 

    “I hope for a better hiring season this year, but local options look bleak,” said Brandon Gilles, director of arts education for Madera Unified School District, who has come to rely on the CSU East Bay training program to expand its arts initiatives. “The greatest challenge facing arts education in Madera Unified presently is hiring highly qualified teachers.”

    One ongoing obstacle is the need to further expand the arts credential pipeline, which has withered amid decades of cutbacks. While 64 programs in the state offer a music credential and 57 offer a visual arts credential, right now fewer than two dozen focus on theater and dance. That’s not nearly enough to feed the need created by Proposition 28, which means Engdahl’s students are quite sought after.

    “For the past few years, CSU East Bay has been an important program for training credentialed teachers,” said Gilles. “Many of our recent hires have benefited from their internship program, which allows credential candidates to start working while going to school instead of the traditional student teaching route. … CSUEB remains one of the only stable channels in this time of high demand.”

    Despite the ongoing teacher crunch, there are several ways to work around the shortage. For example, physical education teachers who were credentialed before 2022 may already have dance embedded in their credential, experts say. The same is true for English teachers with a theater credential. Prospective arts educators with sufficient college credits in their discipline can also apply for supplemental authorization to teach instead of getting a full credential. Also, school districts that don’t have enough money to hire a full-time arts teacher of their own, experts say, may also qualify for a waiver to partner with a nonprofit arts provider instead.

    Despite the growing pains of implementing Proposition 28, from finding teachers to navigating the complex spending rules, Engdahl is hopeful that, as the new arts mandate rolls out, more districts will realize what a powerful tool art is for uplifting a generation shaped by the pandemic. 

    Students in Julian Ramos’ drama class in Madera.
    Credit: Courtesy of Julian Ramos

    “Proposition 28 will improve education in California, and it will increase our national standing,” said Engdahl. “One of the things I hope happens is not just a greater understanding of the arts, but that the arts are taught in a much broader and more inclusive and creative and physical way. I’m hoping that, as the arts become more normalized in schooling, we convey the idea of being a lifelong learner, that learning is fun.”

    While some argue that the arts are a nicety and not a core element of education, many educators point to its ability to increase focus and concentration in the classroom, qualities which help students better understand all subjects, from reading and writing to math. Students can also learn life skills such as conflict resolution and social-emotional learning.

    “Theatre engagement brings kids into the present moment and helps silence any chaos outside the rehearsal room, encouraging self-reflection and positive connections,” said Michele Hillen-Noufer, executive director of NorCal Arts, an arts education initiative that uses theater to help prevent violence. “As kids create and develop a character, they gain insight into other perspectives.”

    Ramos particularly enjoys watching children let go of their fears, including the social anxiety that bedevils many children today, and come together with their peers to “create something beautiful.” They grow their creativity and their confidence day by day, he says.

    “Many students enter the library, my classroom, and ask me if they can “act” that day,” said Ramos. “I have seen my students grow comfortable in being silly or serious in front of their peers and embrace new challenges and creative endeavors. Students have grown by collaborating with classmates, and are more comfortable in using their body, voice and imagination.” 

    Ramos has long felt a duty to share his love for dramatic art with the next generation. He sees it as a key to unlocking a love of language that opens the door for lifelong self-discovery, the alchemy of finding the right words. He uses everything from puppetry and poetry to pantomime to unleash that drive to create. 

    “These kids are storytellers, and giving them the opportunity to work on and tell those stories is fuel enough to keep wanting to provide that outlet,” he said.





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  • New Findings – Items for the Classroom

    New Findings – Items for the Classroom


    How many of you are living at your classroom, trying to find ways to create a new and inviting space for your new students arriving in a few days? This year I found some new items for the classroom that I had to share. I am so excited to begin using these in my classroom this upcoming school year.

    Items for the Classroom


    Mini Chalkboards

    mini chalkboards - items for the classroom

    I found these small chalkboard signs at AC Moore for a dollar. I wanted to use these to label each of my literacy centers. I allow my students free choice centers. They choose which center to attend each day as long as by the end of the week they have attended each center at least once (for students who finish centers early they are rewarded). To manage my centers, I only allow 4 students in each center at a time. I have tried many different ideas to help students show they are in the center. I have use the library card pockets and had students put popsicle sticks in with their names to mark the 4 students in the center. I have tried using clips and having them clip to a card describing the center. This year I will be having my students clip to this sturdier chalkboard. I will be able to clearly see who is in each group and that only 4 students are there at a time. Also, the chalkboard allows me to quickly change a center for the following week.


    Really Good Stuff Bins

    When our budget was due last year, I thought about what items for the classroom I truly needed for my classroom. We use guided math centers in our district and I wanted a way to better organize my math centers and provide multiple activities and differentiated activities in each center. I found these chapter book and picture book bins from Really Good Stuff. They have two dividers that separate the bins into 3 compartments. This will be perfect for my math centers. There will be three different activities students can complete and I can also differentiate during the different compartments or colors.


    Flexible Seating

    As I previously wrote, I had a project funded on Donor’s Choose for flexible seating last year. This summer I found these great stools at HomeGoods. I am in the process of spray painting them to match my room. This will provide almost every child with a flexible seating choice in our classroom. With a growing class, I am hoping to find a few more ideas for seating before the school year starts so that everyone can have their own seating. The flexible seating last year was amazing. My students were able to concentrate longer and produce more quality work. They loved the choice of working in centers with different flexible seating and using one of the seating for the rest of the day.


    Dry Erase Dots

    dry erase dots -items for the classroomOne of my biggest problems is having students work with whiteboards. We have whiteboards for math but they are huge. Having 5-6 kids in a small guided math group, the boards cannot fit at our table with us. Also, the time it takes to get the boards, make sure the markers work, and make space for everyone would also take away so much time from my actual lesson. This year I purchased Dry Erase dots from Amazon. I am so excited to use these items for the classroom this year. The dots adhere to the table so there is no set up each day. It also helps mark off each child’s space at our small group table. Students will be able to use their dry erase dot to solve math problems or write sight words. Even if we are not using the markers, they dots will help show students where their personal space is when sitting at our table.



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  • Expert Insights Into the 2024 Higher Education Landscape

    Expert Insights Into the 2024 Higher Education Landscape


    Expert Insights Into the 2024 Higher Education Landscape

    Modern Campus Launches Personalization Engine for Higher Education ...

    As we step into the mid-way point in 2024, the higher education industry is bracing for a wave of transformative changes. Below, several experts from higher education tech company Modern Campus collectively paint a future where traditional educational models are rapidly evolving. The burgeoning adoption of microcredentials promises a more flexible and competency-based learning landscape, tailored to meet the ever-changing needs of the workforce. Higher education institutions are expected to pivot significantly, focusing more on aligning their offerings with industry requirements and enhancing the overall student experience.

    Peter DeVries, CEO

    • AI will continue to be a hot topic with a disconnect between the institution’s hesitancy and intent to drive efficiency versus student’s usage whenever an opportunity exists.
    • Microcredentials and stackable credentials will continue to be held up as a key area of innovation with slow demonstration of how it can be readily utilized by students due to institution inertia.
    • Students will continue to look for institutions that provide a modern engagement experience with personalization and value add services available seamlessly through online services.

    Amrit Ahluwalia, Senior Director of Strategic Insights

    • Microcredential adoption will continue to accelerate: More colleges and universities will offer a wider range of microcredentials to provide alternatives for people to engage in meaningful learning without forcing them to enroll in a full degree program. This will also drive increased adoption of competency-based learning models.
    • Higher ed will align more closely with the workforce: Colleges and universities will work to align offerings more closely to workforce needs, creating pathways for adults to engage in professional development to keep pace with industry changes while also streamlining the learner-to-earner pathway for degree-seeking students.
    • Colleges and universities will prioritize the student experience: To stem growing stop-out and drop-out numbers, higher ed institutions will begin to invest in mechanisms to improve student belonging and communication and will look for approaches to accelerate degree completion.
    • IT leaders will play a more strategic role: Historically, institutional IT leaders have played a largely operational role. But as technology plays an increasingly central role in the management of the modern postsecondary institution, these leaders will be asked to have a larger influence on the strategy and direction of their respective institutions. This will have a significant impact on higher education’s approach to customer/student engagement, leveraging/securing data, and software management.
    • Institutional IT leaders will be looking to address the “Digital Jungle” of software and vendors operating on their campuses. During the pandemic, colleges invested in massive numbers of disconnected and overlapping technology tools to deliver on specific needs through a challenging time. But now that we’re on the other side, CIOs and CISOs will be looking for ways to reduce the risk associated with having so many tech vendors operating simultaneously on campus, improving data security and simplifying the institutional tech infrastructure.

    Keith Renneker, VP Sales for Modern Campus Connected Curriculum and Modern Campus CMS

    • AI will continue to be a hot button topic – how to leverage in education delivery, impact on research, recruitment and engagement of students – essentially the whole education ecosystem.
    • Financial survival – while some schools have been able to thrive, others continue to struggle, with Birmingham Southern the most recent example of a school trying to avoid closure.  What will be the impact on affordability for students?  Will campuses close or merge?  Budget scrutiny will continue to slow and formalize more procurement processes.
    • A more politicized environment with government seemingly more engaged from the K-12 environment into higher ed – a leading example is loan forgiveness. Schools will be challenged with strong public views on political topics, creating risks for schools and including impact to donors.
    • Greater efforts on campuses for increased efficiency – platform solutions vs multi-vendor.  Continued call for services – for school and students.  Modernizing the experience for the learner.  Stronger tools to integrate different campus solutions from different providers.

    David Cashwell, VP Sales for Modern Campus Lifelong Learning

    • More centralization of CE programs in universities.  For example, School of Education, School of Business, etc.  They are sharing resources more, and that includes software.
    • Defining microcredential quality standards – this has become a more important issue with the American Council of Education, who oversees accreditation.
    • The Definition of FTE has become problematic because such a high percentage of full-time students are on financial aid and many “part time” students are paying in full. The question remains as to whether Pell dollars will be usable for students seeking a short-term job training program.
    • The higher ed institutions that are not well-endowed and who struggle with enrollments will be more deliberate about creating career pathways for their students. This will not be an issue for the most prestigious R1 universities who have 20% and below acceptance rates.
    • Institutions will be more focused on programs and marketing that focus on the stop out population through degree and non-degree programs. They will look to these populations as a supplement to the shortage in traditional demographics.
    • CIOs will continue to prefer purpose-built platforms that will play nicely within ecosystems. This shift in purpose-built solutions will be great for those that provide them assuming they can seamlessly integrate into “main campus” systems.
    • LMS providers will continue their momentum on combining with other solutions or building extensions of their LMS systems (see Instructure, Anthology (bB) and D2L). This will allow them to differentiate from each other outside of traditional “bake off” differentiators.
    • Institutions will continue to tighten up their security requirements. Universities have no regulations so it’s a big chance for cybersecurity in organizations.

    Andy Gould, VP Sales for Modern Campus Student Engagement Suite

    • Retention efforts/funding will redirect to enrollment support in the face of continued enrollment decline, which will put effective student engagement at further risk.
    • Students will continue to demand more mobile-focused, interconnected, and personalized technologies be a part of their experience.
    • Soft skill development/articulation demand will increase as employers reduce forces, putting pressure on recruiting high quality new graduates.
    • Academic support will receive increased pressure and existing technologies are in need of modernization. Products like TEDU will see quick adoption.
    • Centralized student platforms like Pathify will gain increased traction as institutions and students alike face technology overload and more demand for a personalized experience.

    Chad Rowe, VP Product for Modern Campus Lifelong Learning

    • Continuation of the rise and adoption of alternative credentials including digital badges.
    • Tighter integration of CE focused student information systems with customer relationship management systems to promote student engagement throughout their journey and lifetime.
    • Adoption of new tools and integration connectors to improve the student experience; tighter integrations between the CE-focused student information systems and the main campus SIS for more engaging catalog display.
    • Cautious exploration of AI use cases in the administration, reporting and predictive analytics or CE programs.

    Kim Prieto, SVP Product

    • As enrollments continue to decline, and budgets are stretched, institutions will work to meet students where they are at:
      • Continued and growing focus on micro-credentialing
      • Support of online and hybrid programs
      • Communicating clear paths to post school employment
    • As the costs of education rises, community colleges will see higher growth than 4-year institutions, increasing the need for clear and easy transfer paths.
    • Campuses will look to gain efficiencies in their vendor management – looking more for platform vendors who can fulfill multiple needs.

    From the accelerated adoption of microcredentials to the strategic role of IT leaders, and from the integration of AI to the focus on student engagement, these changes reflect a broader shift in educational priorities and methodologies. Higher education institutions must adapt to these changes, balancing innovation with the enduring values of accessibility and quality education. In doing so, they will not only meet the evolving needs of students and the workforce but also lead the way in shaping a future where education is more adaptable, inclusive, and aligned with the ever-changing global landscape.



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  • How Advanced Print Management Systems Are Shaping the Future of Campus Innovation

    How Advanced Print Management Systems Are Shaping the Future of Campus Innovation


    How Advanced Print Management Systems Are Shaping the Future of Campus Innovation

    In the ever-evolving landscape of higher education, innovation isn’t confined to classrooms and research labs—it extends to how universities manage their operations, resources, and technology.

    At the University of Maryland’s A. James Clark School of Engineering, Terrapin Works stands as a shining example of how adopting cutting-edge solutions can transform not just processes, but outcomes.

    Terrapin Works, a hub of rapid prototyping, advanced manufacturing, and digital design, operates a sprawling network of more than 200 machines across 17 campus locations. This state-of-the-art enterprise isn’t just a facility; it’s a mission-driven ecosystem enabling students, faculty, and researchers to turn ideas into reality.

    But with complexity comes challenges, and the need to streamline its job request system became a pivotal moment for this operation.

    The Challenge: Streamlining Complexity in Innovation

    Managing job requests for hundreds of machines servicing diverse users—from students designing prototypes to researchers creating precision parts—was no small feat. Terrapin Works initially relied on a help desk ticketing system that, while functional for IT issues, fell short as a workflow solution.

    The system lacked a user-friendly process for submitting, tracking, and managing requests. Email threads became the backbone of communication, resulting in inefficiencies, delays, and an inconsistent user experience. Technicians, often students themselves, faced a cumbersome workflow that detracted from their ability to focus on the innovative work at hand.

    Nick Bentley, business systems developer and a former University of Maryland student, envisioned a better way. “We needed a one-stop, web-based storefront where customers could initiate a job request, track its progress, and get updates seamlessly,” he explains. For technicians, the solution needed to enable faster, more efficient processing of requests.

    When Bentley discovered PaperCut MF, a solution renowned for its robust print and workflow management capabilities, he saw its potential to redefine how Terrapin Works operated. However, implementing a new system meant addressing concerns about compatibility with existing processes and minimizing fragmentation.

    The Power of a Unified Solution

    Bentley made a compelling case for PaperCut, highlighting its integrated features beyond workflow management, such as billing and 2D print management. This holistic approach allowed Terrapin Works to sunset legacy systems, reduce inefficiencies, and create a unified platform that could scale across the university.

    The results have been transformative. Technicians now process orders with unprecedented speed and accuracy, while users enjoy a seamless experience that eliminates the confusion of the old system. Customers can explore equipment options, verify specifications, and submit orders—all within an intuitive, human-centered interface.

    Terrapin Works’ success with PaperCut didn’t stop at addressing immediate challenges. It sparked a broader vision for what was possible. The platform’s adaptability has led to pilot programs across other campus operations, from copy centers to financial services. With integrations like Nelnet’s payment gateway, the university is leveraging PaperCut to drive innovation in areas far beyond its original scope.

    Rethinking Operational Excellence

    Terrapin Works’ journey underscores an important lesson: Innovation isn’t just about technology; it’s about creating systems that empower people. By prioritizing user experience, integrating processes, and fostering scalability, the University of Maryland has set a benchmark for how universities can evolve in the digital age.

    As higher education institutions navigate the future, the success of initiatives like Terrapin Works serves as a reminder that the right tools—and the right vision—can turn operational hurdles into opportunities for leadership and growth.



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