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  • How veteran teachers can support new ones and keep them in the profession

    How veteran teachers can support new ones and keep them in the profession


    Middle school history teachers discuss their lesson plans for teaching about the Great Depression.

    Credit: Allison Shelley / American Education

    My first year of teaching was the worst year of my life. 

    I remember preparing for the new school year, prepping my classroom and making lesson plans. If you know the Central Valley of California, you know the summer heat and heavy lifting in a classroom are not the most desirable combination. However, I had hope in my heart, and I was so excited for my career to finally begin! 

    Then I made the grave mistake of going into the copy room packed with veteran teachers. I was eager to learn from them; they had the experience I lacked. One gave me a tip to “not smile until October” so the kids would know I was a tough teacher. One advised me to stick to worksheets so that I didn’t burn out. 

    While these bits of advice were well-intentioned, they were not what a budding teacher needed. Teaching is an extremely difficult profession, but it is also incredibly rewarding. There is an extreme learning curve for new teachers. Despite the credential program and a mentor teacher’s best efforts, nothing can thoroughly prepare you for your first classroom. 

    It’s no secret that there is a mass exodus of teachers leaving the profession. To keep people in the profession, we need to support them throughout. If the support is consistent and starts when a teacher first enters the school, there can be a shift in the number of people leaving and the school’s overall culture. 

    As I said, the copy room was a hot spot for negative talk. At every school I have worked in, this has reigned true. Instead of continuing to let the negative talk fester, I propose making the copy room a hub for ideas to be shared and support to be given. Dedicating a space on the wall where teachers can “shout out” each other can quickly change the room’s vibe. Having funny memes posted by the printer about how it’s always “jammin’.” A designated space where teachers can drop off or pick up extra supplies. Best yet, make every first Monday a little treat day. Each department takes turns bringing small treats. These little things can help build a culture and safe place for teachers, especially the newer ones, to feel supported. 

     Another method to support new teachers is to create a partnership between them and a veteran teacher. This veteran does not even need to be in the same content area. Instead, an experienced teacher that matches a new teacher in personality or classroom management style can be extremely beneficial. I distinctly remember the veteran teachers who guided me through my first few years, and I’m eternally grateful for them.

    One important aspect, however, is that veteran teachers must volunteer for this. Pushing this vital role on somebody who doesn’t want it would not work. This partnership can look like once a week, 30-minute check-in meetings. It can be regular, short observations. Maybe the two teachers team-teach a lesson while an administrator covers one of their classes. This partnership, however it is laid out, can be rich in growth for the veteran and new teacher. 

    Teachers of all ranks need to continue to grow and update their methods. This can be done by creating a culture of observation without the “gotcha!” feeling. Administrators can simply pop in, offer compliments, support, and notes in general, and then leave. Teachers working on the same content can observe others, offer feedback, and see new methods. The frequency of observations can help spot any areas of growth and strengths. As new teachers learn their individual teaching styles, it’s important that they be observed constructively, and it should be done often. 

    Inundating new teachers with supplemental training, resource books and websites can be overwhelming and exhausting. The goal is to support new teachers so they stay in the profession and feel appreciated. They do not need to hear horror stories constantly, receive unhelpful criticism or feel isolated. This will only increase the number of teachers leaving the profession.

    Teachers, administrators and support staff can all make an effort to openly welcome and support new teachers. Inviting a teacher to the staff outing, getting them the school shirt, helping them staple borders on the walls and supporting them however they need will make a difference in their career.

    •••

    Kati Begen is a high school biology educator and credential coach in Fresno and has earned a multiple-subject credential, a single-subject credential and a master’s degree in teaching.

    The opinions in this commentary are those of the author. If you would like to submit a commentary, please review our guidelines and contact us.





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  • Substitute teachers can serve as mentors; we need more of them

    Substitute teachers can serve as mentors; we need more of them


    Credit: Allison Shelley for American Education

    When most people think of a substitute teacher, they think of a temporary fill-in for a job that is difficult to secure and difficult to do. They might think that a substitute is simply there to monitor a classroom or, worse yet, put on a video for the class and then sit at their desk.

    I know substitutes are so much more.

    The best substitutes are passionate mentors who play a role in student success. As a substitute teacher with 14 years of experience in public and private schools in Oakland, I believe my commitment to students and my experience outside of teaching enable me to be a valuable guide in the lives of the K-12 students I have the privilege of working with, and I want more school leaders to recognize that role.

    Before I started teaching, I served in the Air Force, went to law school, became a paralegal, and launched my own clothing line. I bring every aspect of these experiences — the ups and the downs — with me to the classroom to provide a fresh perspective to students. When I substitute in math classes, I can talk about how interpreting numbers helps entrepreneurs understand their profit margin in the future. In language arts classes, I can talk about how persuasive arguments are the basis of a strong legal case. And, in all my classes, I’m always quick to discuss the importance of critical thinking, adaptability, and a strong work ethic, no matter where a student’s life will take them.

    Each time I bring my personal experience into the classroom, I know I’m showing students more about the world around them and helping them connect what they’re learning to their future. It’s something so many mentors did for me. I was fortunate to be surrounded by caring adults when I was growing up. When I needed great life advice, I knew I could turn to them. Their support is part of the reason I started teaching. Sharing knowledge is contagious. When I share knowledge with a student or show them how to do something, then they have the knowledge I have and can share it with someone else.

    Even though I know the value of sharing knowledge, students aren’t always ready to accept it. Especially from a substitute teacher. I have to earn their trust first. That means the role of a substitute is more than simply managing a classroom in the absence of a regular teacher. Students have to be able to trust that a substitute is emphatically inclined to believe in them and their purpose. I’ve found that starting with a joke, posing a tough question, or asking students to say one fun thing about themselves during introductions can break the ice and form a strong mentor-mentee relationship.

    It is true that it can be difficult to navigate the paperwork needed to become a sub, but for me, it is important to take these steps to be a mentor to students because of the impact it can have on them. A survey found that 95% of teachers say mentorship benefits students, with a majority noting that supportive relationships boost academic outcomes and help students develop critical skills. It’s why great substitutes know teaching class is about more than just following the lesson plan. We actively listen to students, help them access knowledge, and encourage their curiosity — just as great permanent teachers do.

    Consider becoming a substitute teacher in California schools despite any preconceptions you may harbor that the job is difficult or unrewarding. The job is sometimes difficult, but it is never unrewarding. Students need caring adults in their lives, especially in a world where young people face new heights of academic and social pressures. Passionate substitute teachers have the opportunity to make a difference. Leading school districts, where I’ve been fortunate to serve, already recognize the value of exceptional substitute teachers, and the process is easing a bit. There are groups out there that help navigate the paperwork or that make it easier to find and sign up for substitute positions.

    I hope many more people will soon realize this transformative potential and embrace the positive influence we can bring to the lives of our students.

    •••

    Thelonious Brooks is a substitute teacher in Oakland.

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





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  • New California teaching standards are welcome, but state must implement them consistently

    New California teaching standards are welcome, but state must implement them consistently


    On Feb. 8, the California Commission on Teacher Credentialing will be considering significant revisions to the California Standards for the Teaching Profession, the framework that helps define common expectations for what all teachers should know and be able to do. As veteran teachers with over 40 years of teaching between us, we know how important it will be for students and teachers that the state adopts these revisions and that it allocates funding to support their implementation. 

    Wendy was evaluated this year by her principal. When they reviewed the standards Wendy was expected to know during observations, she realized that she’s seen this document many times before in her career; the same standards have been in place since 2009. These antiquated standards don’t reflect the strategies Wendy uses, the needs of her students, or even the technology integration embedded in the instruction. However, this is the tool her principal must use to determine Wendy’s effectiveness, and to highlight any areas in need of support. It is long past time for the state to revise these important guides. 

    For Juan, who is a mentor and instructor for student teachers and new educators, these standards matter because they serve as a guide for the Teaching Performance Expectations, which are used by teacher preparation programs and the commission to train and credential all new teachers. New teacher induction programs center the support they provide for new teachers around the standards as well. Because of this, every developing educator Juan has worked with has had to align their instruction and most importantly, the reflective practice that drives their continuous improvement, around the content of the standards. New educators who come closest to mastering these standards have the highest probability of being hired, being retained and ultimately having long successful careers.

    In 2020, the commission formed a committee of educators to rewrite the standards. Equity-minded education stakeholders across the state were hopeful, excited even, when the draft of new standards was completed in February 2021. These new standards have the power to change what teaching and learning looks like in California. They promise improved guidelines that support social-emotional learning and build school communities that emphasize cultural responsiveness. The standards expect teachers like us to create learning environments that are inclusive, respectful and supportive, while also using evidence-based best practices to guide rigorous instruction. They give us a “north star” we can use to effectively orient our ongoing practice and a lens through which we can reflect on it and grow as educators.  

    We are thrilled that after more than three years since the commission began this review process, the commission is moving forward with standards that better reflect what our students need. But new standards alone will not get the job done. The commission must also have a robust and thoughtful implementation plan. To support this effort and provide clearer guidance on implementing new standards, we and our colleagues in the Teach Plus Policy Fellowship conducted a series of interviews with teacher preparation and induction leaders.

    To ensure that the standards are implemented with the fidelity our students deserve, California is going to need to support their implementation with funding necessary for schools and districts to meet the unique needs of their respective educational communities. In addition, colleges of education and induction programs will need adequate funding to create and implement new coursework and professional development for not only new teachers, but teachers currently in the classrooms who have never used the new standards as a tool for growth and development. Without standards that are implemented consistently, students are the victims of a terrible educational lottery. Students whose teachers have been supported with meaningful professional development will have the opportunity to thrive, while the rest of the students will be deprived and potentially disadvantaged in their life in and beyond school. 

    President Joe Biden has said, “Don’t tell me what you value, show me your budget, and I’ll tell you what you value.” The new standards underscore that we value culturally responsive teaching, social-emotional learning, and asset-based pedagogy among other instructional approaches. However, if the state does not commit to providing financial support to local educational agencies to do this work well, then the standards are merely empty platitudes. If we are really serious about raising the academic achievement level of all our students, then there is no better investment than that of ensuring that our educators have the tools necessary to help students reach their full learning potential. 

    •••

    Juan Resendez is a civics, world history and religions teacher at Portola High School in Irvine and an alumnus of the Teach Plus Policy Fellowship

    Wendy Threatt is a National Board Certified fourth grade teacher at Felicita Elementary in Escondido and a senior policy fellow with Teach Plus.

    The opinions in this commentary are those of the authors. If you would like to submit a commentary, please review our guidelines and contact us.





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  • How Federal Budget Cuts Threaten Small Colleges—and the Towns That Depend on Them – Edu Alliance Journal

    How Federal Budget Cuts Threaten Small Colleges—and the Towns That Depend on Them – Edu Alliance Journal


    May 19, 2025, by Dean Hoke: In my recent blog series and podcast, Small College America, I’ve highlighted the essential role small colleges play in the fabric of U.S. higher education. These institutions serve as academic homes to students who often desire alternatives to larger universities, and as cultural and economic anchors, especially in rural and small-town America, where, according to IPEDS, 324 private nonprofit colleges operate. Many are deeply embedded in the towns they serve, providing jobs, educational access, cultural life, and long-term economic opportunity.

    Unfortunately, a wave of proposed federal budget cuts may further severely compromise these institutions’ ability to function—and in some cases, survive. Without intervention, the ripple effects could devastate entire communities.

    Understanding the DOE and USDA Budget Cuts

    The proposed reductions to the U.S. Department of Education (DOE) and U.S. Department of Agriculture (USDA) budgets present a two-pronged threat to small colleges, particularly those in rural areas or serving low-income student populations.

    Department of Education (DOE)

    The most significant concerns center on proposed changes to Pell Grants, a vital financial resource for low-income students. One House proposal would redefine full-time enrollment from 12 to 15 credit hours per semester. If enacted, this change would reduce the average Pell Grant by approximately $1,479 for students taking 12 credits. Students enrolled less than half-time could become ineligible entirely.

    Additionally, the Federal Work-Study (FWS) and Supplemental Educational Opportunity Grants (SEOG) programs face serious threats. The House Appropriations Subcommittee has proposed eliminating both programs, which together provide over $2 billion annually in aid to low-income students.

    Programs like TRIO and GEAR UP, which support first-generation, low-income, and underrepresented students, have been targeted in previous proposals; however, current budget drafts maintain level funding. Nonetheless, their future remains uncertain as negotiations continue.

    The Title III Strengthening Institutions Program, which funds academic support services, infrastructure, and student retention efforts at under-resourced colleges, received a proposed funding increase in the FY 2024 President’s Budget, though congressional appropriations may differ.

    Department of Agriculture (USDA)

    The USDA’s impact on small colleges, while less direct, is nonetheless critical. Discretionary funding was reduced by more than $380 million in FY 2024, reflecting a general pullback in rural investment.

    Programs like the Community Facilities Direct Loan & Grant Program, which supports broadband access, healthcare facilities, and community infrastructure, were level-funded at $2.8 billion. These investments often benefit rural colleges directly or indirectly by enhancing the communities in which they operate.

    While some funding has been maintained, the broader trend suggests tighter resources for rural development in the years ahead. For small colleges embedded in these communities, the consequences could be substantial: delayed infrastructure upgrades, reduced student access to services, and weakened town-gown partnerships.

    Why Small Colleges Are Particularly Vulnerable

    Small private nonprofit colleges—typically enrolling fewer than 3,000 students—operate on thin margins. Many are tuition-dependent, with over 80% of their operating revenue derived from tuition and fees. They lack the substantial endowments or large alumni donor bases that buoy more prominent institutions during hard times.

    What exacerbates their vulnerability is the student profile they serve. Small colleges disproportionately enroll Pell-eligible, first-generation, and minority students. Reductions in federal financial aid and student support programs have a direct impact on student enrollment and retention. If students can’t afford to enroll—or stay enrolled—colleges see revenue declines, leading to cuts in academic offerings, faculty, and student services.

    Additionally, small colleges are often located in areas experiencing population decline. The so-called “demographic cliff”—a projected 13% drop in the number of high school graduates from 2025 to 2041 will affect 38 states and is expected to hit rural and non-urban regions the hardest. This compounds the enrollment challenges many small colleges are already facing.

    Economic and Social Impact on Rural Towns

    The closure of a small college doesn’t just mean the loss of a school; it signifies a seismic shift in a community’s economic and social structure. Colleges often rank among the top employers in their towns. When a college closes, hundreds of jobs disappear—faculty, staff, groundskeepers, maintenance, food services, IT professionals, and more.

    Consider Mount Pleasant, Iowa, where the closure of Iowa Wesleyan University in 2023 cost the local economy an estimated $55 million annually. Businesses that relied on student and faculty patronage—restaurants, barbershops, bookstores, and even landlords—felt the immediate impact. Community organizations lost vital volunteers. Town officials were left scrambling to figure out what to do with a sprawling, empty campus in the heart of their city.

    Colleges also provide cultural enrichment that is often otherwise absent in small towns. Lectures, concerts, art exhibitions, and sporting events bring together diverse groups and add vibrancy to the local culture. Many offer healthcare clinics, counseling centers, or continuing education for adults—services that disappear with a campus closure.

    USDA investments in these communities are often tied to colleges, whether in the form of shared infrastructure, grant-funded development projects, or broadband expansions to support online learning. As these federal investments diminish, so too does a town’s ability to attract and retain both residents and employers.

    Real-Life Implications and Stories

    The headlines tell one story, but the real impact is felt in the lives of students, faculty, and the surrounding communities.

    Presentation College in Aberdeen, South Dakota, ceased operations on October 31, 2023, after citing unsustainable financial and enrollment challenges. Hundreds of students, many drawn to its affordability, rural location, and nursing programs, were forced to reconsider their futures. The college quickly arranged teach-out agreements with over 30 institutions, including Northern State University and St. Ambrose University, which offered pathways for students to complete their degrees. The Presentation Sisters, the founding order, are now seeking a buyer for the campus aligned with their values, while local officials explore transforming the site into a technical education hub to continue serving the community.

    Birmingham-Southern College in Alabama, a 168-year-old institution, closed its doors on May 31, 2024, after a $30 million state-backed loan request was ultimately rejected despite initial legislative support. The college had a $128 million annual economic impact on Birmingham and maintained partnerships with K–12 schools, correctional institutions, and nonprofits. The closure triggered the transfer of over 150 students to nearby colleges like Samford University, but left faculty, staff, and the broader community facing economic and cultural losses. A proposed sale of the campus to Miles College fell through, leaving the site’s future in limbo.

    Even college leaders who have weathered the past decade worry they’re nearing a breaking point. Rachel Burns of the State Higher Education Executive Officers Association (SHEEO) has tracked dozens of recent closures and warns that many institutions remain at serious risk, despite their best efforts. “They just can’t rebound enrollment,” she says, noting that pandemic aid only temporarily masked deeper structural vulnerabilities.

    Potential Closures and Projections

    College closures are accelerating across the United States. According to the State Higher Education Executive Officers Association (SHEEO), 467 institutions closed between 2004 and 2020—over 20% of them private, nonprofit four-year colleges. Since 2020, at least 75 more nonprofit colleges have shut down, and many experts believe this pace is quickening.

    A 2023 analysis by EY-Parthenon warned that 1 in 10 four-year institutions—roughly 200 to 230 colleges—are currently in financial jeopardy. These schools are often small, private, rural, and tuition-dependent, serving large numbers of first-generation and Pell-eligible students. Even a modest drop of 5–10% in tuition revenue can be catastrophic for colleges already operating on razor-thin margins.

    Compounding the challenge, the Federal Reserve Bank of Philadelphia released a 2024 predictive model forecasting that as many as 80 additional colleges could close by 2034 under sustained enrollment decline driven by demographic shifts. This figure accounts for closures only—not mergers—and spans public, private nonprofit, and for-profit sectors.

    Layered onto these economic and demographic vulnerabilities are the potential impacts of proposed federal education funding cuts. The Trump administration’s FY 2026 budget blueprint once again targets student aid programs, proposing the elimination or severe reduction of subsidized student loans, TRIO, GEAR UP, Federal Work-Study, and the Supplemental Educational Opportunity Grant (SEOG). Although similar proposals from Trump’s first term (FY 2018–2021) were rejected by Congress, the renewed push signals ongoing political pressure to curtail support for low-income and first-generation students.

    To assess the potential impact of these policy shifts, a policy stress test was applied to both the Philadelphia Fed model and the historical closure trend. The analysis suggests that if these cuts were enacted, an additional 50 to 70 closures could occur by 2034.

    • Philadelphia Fed model baseline: 80 projected closures
    • With policy cuts: Up to 130 closures
    • Historical average trend (2020–2024): ~14 closures/year
    • 10-year projection (status quo): ~140 closures
    • With policy cuts: Up to 210 closures

    In short, depending on the scenario, anywhere from 130 to 210 additional college closures may occur by 2034. Institutions most at risk are those that serve the very populations these federal programs are designed to support. Without intervention—through policy, partnerships, or funding—the number of closures could rise sharply in the years ahead.

    These scenario-based projections are summarized in the chart below.

    Why Should Congress Care

    According to the National Association of Independent Colleges and Universities (NAICU), a private, nonprofit college or university is located in 395 of the 435 congressional districts. These institutions are not only centers of learning but also powerful economic engines that generate:

    1. $591.5 billion in national economic impact
    2. $77.6 billion in combined local, state, and federal tax revenue
    3. 3.4 million jobs supported or sustained
    4. 1.1 million people are directly employed in private nonprofit higher education
    5. 1.1 million graduates are entering the workforce each year

    As such, the fate of small private colleges is not just a higher education issue—it is a national economic and workforce development issue that should command bipartisan attention.

    Strategies for Resilience and Policy Recommendations

    There are clear, actionable strategies to reduce the risk of widespread college closures:

    • Consortium and shared governance models: Small colleges can boost efficiency and sustainability by sharing administrative functions, faculty, academic programs, technology infrastructure, and enrollment services. This allows institutions to reduce operational costs while maintaining their distinct missions and brands. In some cases, these arrangements evolve into formal mergers. An emerging example is the Coalition for the Common Good, a new model of mission-aligned institutions that maintain individual identities but operate under shared governance. This structure offers long-term financial stability without sacrificing institutional purpose or community impact.
    • Strategic partnerships: Collaborations with community colleges, online education providers, regional employers, and nonprofit organizations can expand reach, enhance curricular offerings, and improve student outcomes. These partnerships can support 2+2 transfer pipelines, workforce-aligned certificate programs, and hybrid learning models that meet the needs of adult learners and working professionals, often underserved by traditional residential colleges.
    • State action: States should establish stabilization grant programs and offer targeted incentive funding to support mergers, consortium participation, and regional collaboration. Policies that protect institutional access in rural and underserved areas are especially urgent, as closures can leave entire regions without viable higher education options. States can also play a role in convening institutions to plan for shared services and long-term viability.
    • Federal investment: Continued and expanded funding for Pell Grants, TRIO, SEOG, Title III and V, and USDA rural development programs is essential to sustaining the institutions that serve low-income, first-generation, and rural students. These investments should be treated as critical infrastructure, not discretionary spending, given their role in expanding educational equity, enhancing workforce readiness, and promoting rural economic development. Consistent federal support can help stabilize small colleges and enable long-term planning.

    College leaders, local governments, and community groups must advocate in unison. The conversation should move beyond institutional survival to one of community survival. As the saying goes, when a college dies, the town begins to die with it.

    Conclusion

    Small colleges are not expendable. They are vital threads in the educational, economic, and cultural fabric of America, especially in rural and underserved communities. The proposed federal budget cuts across the Departments of Education and Agriculture represent a direct threat not only to these institutions but to the communities that depend on them.

    If policymakers fail to act, the consequences will be widespread and enduring. The domino effect is real: reduced funding leads to fewer students, tighter budgets, staff layoffs, program cuts, and eventually, campus closures. And when those campuses close, entire towns are left to absorb the fallout—economically, socially, and spiritually.

    We have a choice. We can invest in the future of small colleges and the communities they anchor, or we can stand by as they vanish—along with the promise they hold for millions of students and the towns they call home.

    References

    • U.S. Department of Education, FY 2025 Budget Summary and Justifications
    • National Association of Student Financial Aid Administrators (NASFAA), Analysis of Proposed Pell Grant and Campus-Based Aid Reductions
    • State Higher Education Executive Officers Association (SHEEO) and Higher Ed Dive, Data on College Closures and Institutional Viability Trends
    • Fitch Ratings, Reports on Financial Pressures in U.S. Higher Education Institutions
    • Iowa Public Radio and The Hechinger Report, Case Studies on Rural College Closures and Community Impact
    • Council for Opportunity in Education (COE), Statements and Data on TRIO Program Reach and Effectiveness
    • Federal Reserve Bank of Philadelphia, Predictive Modeling of U.S. College Closures (2024)
    • EY-Parthenon, 2023 Report on Financial Vulnerability Among Four-Year Institutions
    • U.S. Department of Agriculture (USDA), Rural Development and Community Facilities Loan & Grant Program Summaries
    • Interviews and commentary from institutional leaders, TRIO program directors, and SHEEO policy staff
    • Integrated Postsecondary Education Data System (IPEDS), Data on Enrollment, Institution Type, and Geographic Distribution

    Dean Hoke is Managing Partner of Edu Alliance Group, a higher education consultancy. He formerly served as President/CEO of the American Association of University Administrators (AAUA). With decades of experience in higher education leadership, consulting, and institutional strategy, he brings a wealth of knowledge on small colleges’ challenges and opportunities. Dean is the Executive Producer and co-host for the podcast series Small College America. 



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  • Helping students with mental health struggles may help them return to school

    Helping students with mental health struggles may help them return to school


    Credit: Alison Yin / EdSource

    Students who are chronically absent from school are much more likely to struggle with mental health challenges, with pre-teen boys and teen girls reporting some of the highest signs of distress.

    When students need help, availability of mental health support often depends on the income of families. “As household income increased, so did the availability of mental health services” in children’s schools, University of Southern California researchers found in a survey of 2,500 households nationwide.

    Their findings are part of an in-depth report on the continuing national school absenteeism crisis in which 25% of students, or about 12 million children, across 42 states and Washington, D.C., were chronically absent in the 2022-23 school year. That rate remains higher than the pre-pandemic national rate of 15%.

    EDITORS NOTE

    This in-depth report on chronic absenteeism is part of an EdSource partnership with the Associated Press and Stanford Professor Thomas Dee.

    For earlier coverage, go to EdSource’s Getting Students Back to School.

    — Rose Ciotta, investigations and projects editor

    While California saw a decrease of 5 percentage points in chronic absenteeism during the same school year, to 24.9%, districts statewide are still struggling to get all students back to school.

    “Chronic absenteeism in California is still twice what it was prior to the pandemic, and roughly 1 in 4 kids in public schools are chronically absent. That is just really striking and is a serious barrier to achieving academic recovery for this generation of students who were so harmed by the pandemic,” said Thomas Dee, a Stanford University education professor and economist who gathered nationwide data in collaboration with The Associated Press and the release of the USC research.

    Emotional and behavioral problems also have kept kids home from school. University of Southern California research shared exclusively with AP found strong relationships between absenteeism and poor mental health.

    For example, in the USC study, almost a quarter of chronically absent kids had high levels of emotional or behavioral problems, according to a parent questionnaire, compared with just 7% of kids with good attendance. Emotional symptoms among teen girls were especially linked with missing lots of school.

    Families with the lowest incomes reported a much higher rate of using mental health services if they were offered to their children in school — more than five times higher than those with the highest incomes. And, crucially, the researchers also found that 1 in 5 respondents would have used mental health services if they were made available at their school, with higher rates among Black and Hispanic families who were surveyed.

    “There is tremendous opportunity here for schools to increase the offerings but also, if they have the offerings, to increase the outreach to the kids and the families that need it because there is clearly an unmet need,” said Amie Rapaport, who co-authored the report and is the co-director of Center for Economic and Social Research at USC.

    ‘I had a very bad year’

    If Jennifer Hwang’s son made it to his first grade classroom, it was rarely without a fight.

    He struggled with severe attention deficit hyperactivity disorder (ADHD), and Hwang says his teacher’s habit of discarding art work in front of him would spike his anxiety, leading to violent outbursts and refusing to even get in the car or walk onto campus.

    “I thought I would have a good year in first grade, but I didn’t,” said her son, 8, whose name Hwang declined to share to protect his privacy. “I had a very bad year.”

    The absences began piling up during the second semester of that 2022-23 school year; he started missing two to three days most weeks. He soon became chronically absent, meaning he missed at least 40 days total. That classified him as chronically absent because he had missed at least 10% or more days in one school year. He began to see a therapist outside the L.A. Unified district.

    Hwang tried getting her son an individualized education program (IEP), which would grant him access to school-based counseling services given his ADHD diagnosis. But because her son’s academic performance was up to par, the school said he didn’t need it.

    She also inquired about him seeing a child psychologist who went to his Riverside Drive Charter campus in Sherman Oaks once or twice a week — but the waitlists were too long. Because he was already seeing a therapist outside of school, Hwang gave up on pressing for school resources.

    The USC report published Thursday highlights that pre-teen boys, which includes children ages 5 to 12, are struggling significantly with symptoms of hyperactivity and conduct problems, while teen girls, ages 13 to 17, are struggling most with emotional symptoms, such as depression and anxiety.

    Morgan Polikoff, a co-author of the USC report, said they cannot confirm there is “a cause and effect here,” noting that the correlation between chronic absenteeism and mental health challenges could “go both directions.”

    “In reality, it’s probably both ways. There’s probably some kids for whom increasing anxiety is leading them to stay home, and there’s probably kids who are missing a lot of school and that’s increasing their anxiety. So it probably is bi-directional or multi-directional,” Rapaport agreed.

    Both the USC researchers and Dee advocated for more research to better understand the causes of persistently high chronic absenteeism rates.

    LAUSD’s chronic absenteeism problem

    Last year, for second grade, everything changed, Hwang said, largely thanks to a teacher who adapted assignments to suit her son’s social-emotional needs and incorporated “brain breaks” into the school day, which Hwang’s son said helped him concentrate.

    “She understood him. She knew that he was bright and he felt things much more deeply, and he saw things differently and with a very different perspective,” Hwang said. “She allowed him to feel heard.”

    “One day (his teacher told me), ‘Oh, my goodness, your son just gave me a hug!’ Hwang said. “That doesn’t come cheap because he does not give out hugs very often. So that he actually hugged the teacher … that says a lot.”

    Hwang and her family aren’t sure what third grade will bring, but they were able to at least secure a 504, a type of plan that helps level the playing field for students with disabilities, so her son could have access to a special chair and space to doodle.

    LAUSD, the second-largest school district in the nation, has struggled with high rates of chronic absenteeism since the onset of the pandemic. Nearly 33% of their over 400,000 students were chronically absent during the 2022-23 school year, down from about 40% the previous year.

    Most recently, in 2023-24, preliminary data shows their rate is hovering at 32.3%, a spokesperson said.

    Still not enough

    LAUSD has increased its staffing of social workers and pupil attendance workers, but staffers say it’s just not enough.

    “We have what we can afford at this point — more than ever before — but still not at an appropriate ratio that I think this board, or myself, would feel comfortable,” Superintendent Alberto Carvalho said at a news conference Monday.

    Carvalho described the district’s staffing as “an unprecedented network” but did not specify how much staffing had increased.

    Ofelia Sofia Ryan is one of roughly 400 LAUSD pupil services and attendance workers trying to bring students back to school.
    Credit: Mallika Seshadri / EdSource

    Ofelia Sofia Ryan is one of LAUSD’s roughly 400 pupil services and attendance counselors who are on the front lines helping get chronically absent students connected with mental health resources and Medi-Cal so they can get back to school.

    This year, the 20-year district veteran works in five elementary schools, including Orchard Academies in the city of Bell.

    “Poverty is the No. 1 issue. Financial issues are … second — the inability of a parent to monitor because they are having two jobs, which also relates to the poverty issue,” Ryan said. “Mental health, I would say that will be maybe next.”

    Darlene Rivas, one of the district’s 800 psychiatric social workers (PSWs), is assigned to two East Los Angeles elementary schools: William R. Anton and Lorena Street.

    “We have to be team players because it can’t just be one person,” Rivas said. “I think that’s why you see a lot of exhaustion within PSW professionals.”

    There is a long waitlist for students in need of therapy, she said. If a parent can’t make it to an initial appointment, it can take months to reschedule.

    Adding staffing can come from school funding, but there are competing demands.

    This year Ryan said she started on an LAUSD campus two days a week. At the last minute, “boom,” they dropped a day, she said.

    “That’s very unfair, because (the district tells) you, on one hand, mental health matters, attendance matters. You’re working your butt off to get attendance improved. I improved attendance in all my schools. Everything was done by the book, and then (the school) just took the money away,” said Ryan. “You cannot do anything. You are powerless.”

    Carvalho regularly touts the district’s iAttend program, where he, among others, visits the homes of chronically absent students to coax them back to school. The district made more than 34,000 home visits last school year, contributing to a more than 4 percentage point decrease in chronic absenteeism, according to the district.

    What the public doesn’t know is how much work it takes after the house visit to get the child back in school, Ryan said.

    Local barriers require local solutions

    Researchers like Dee offer advice for lowering chronic absenteeism rates: “Be acutely aware of the problem” and “look to the really local barriers.”

    That advice appears to be playing out successfully farther north, in Placer County, where more and more of Roseville City School District’s 12,000 students are attending school regularly each year.

    Placer’s 2023-24 absenteeism rate is expected to be about 11% — nearly double what it was pre-pandemic. But that is down from 20% in 2022-23 and 26% in 2021-22.

    School staff have found the two main reasons for the absences are “misinformation and a lot of struggle,” said Jessica Hull, the district’s executive director of communication and community engagement. They zeroed in on these top reasons by closely tracking absenteeism over several years with their attendance system plus a notification system managed by a third-party team, SchoolStatus, that they hired specifically to address chronic absences.

    The misinformation largely centers on families being unsure of whether to send a child to school when they are sick, not knowing they can rely on independent study if the family is going on a lengthy vacation, or not understanding the importance of enrolling in pre-kindergarten known as TK.

    Roseville City School District’s attendance roadmap for parents.

    This misinformation is part of what Dee and other researchers are calling “norm erosion.”

    “The learning experiences of families and students during the pandemic, in particular the experience of remote schooling, may have reduced the perceived value of regular school attendance among students and parents,” said Dee.

    He cautioned against blaming parents for the erosion, saying that “we’re in a crisis now that merits immediate attention and perhaps a little less finger-pointing.”

    The struggles that Hull, from Roseville, said families face are often mental health challenges, particularly with middle schoolers, or families with unmet basic needs, such as unstable housing.

    One of their solutions to both barriers has been constant check-ins with those chronically absent students in order to offer resources, such as access to mental health specialists, gas cards to families facing transportation issues, and offering families bags of food from the local food bank.

    Another help is clearly explaining the notices behind their child being absent. “Schools are all about the acronym and all about words that no one else understands, so we start sending letters home and talking about truancy and chronically truant and excused absence and unexcused absence — all of that’s a mess,” Hull said.

    Instead, parents can expect to see at schools half-sheets of card stock paper explaining the terms and printed in five languages from English to Ukrainian to Pashto.

    “It’s really trying to remove that language barrier when we are talking jargon, and they’re just saying, ‘my kid needs help, we need help figuring out how to get them to school,’” Hull said.

    In Oakland, districtwide efforts include creating a sense of belonging. Oakland’s African American Male Achievement project, for example, pairs Black students with Black teachers who offer support.

    Kids who identify with their educators are more likely to attend school, said Michael Gottfried, a University of Pennsylvania professor. According to one study led by Gottfried, California students felt “it’s important for me to see someone who’s like me early on, first thing in the day,” he said.

    The Associated Press contributed to this story.





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  • For preschool educator, kids’ paintings give them a deep brush with themselves

    For preschool educator, kids’ paintings give them a deep brush with themselves


    Credit: Courtesy of Daniel Mendoza

    Daniel Mendoza makes his own paintbrushes. It may have started out as a way to save money, but it also reflects his aesthetic as a veteran preschool teacher who uses painting to engage pint-sized students.

    “The brushes happened out of a necessity of wanting to make things big,” said the child development specialist who is also a painter. “If you’re familiar with preschool teachers, we make super low salaries starting out. I had to stay on a budget.”

    Daniel Mendoza uses art as a way to spark engagement in preschool.
    Credit: Daniel Mendoza

    Instead of downsizing his plans to teach small children how to create epic murals or Jackson Pollock-style canvases, Mendoza got creative. The brushes became a symbol of his DIY vibe.

    “I came up with this mop-style brush,” said the 44-year-old, with customary modesty. “It really allowed me to feel even more connected to this work and a part of who I am and what I’m trying to convey, down to the materials themselves.” 

    While he started out as a musician and now works primarily in visual arts, he says the leap to education was a no-brainer for him. 

    “It wasn’t really a stretch for me to move worlds,” said Mendoza, the program administrator for the Placer County Office of Education early childhood education department. “Music and visual arts are so interconnected. Even education is the same in ways.  It takes thinking in that creative mindset.”

    Much like the preschoolers he spent 10 years teaching, Mendoza embraces big messes. One of the first things students saw when they came into his classroom was a drippy, paint-splattered canvas.

    Now, he teaches other educators how to unleash the power of creativity in the classroom. Some teachers are afraid of making a big mess, but he relishes it.

    “Art is intrinsic to who we are as humans,” he said. “It’s tied to our identity and our outlook on how we view the world.  Think about the aesthetics of art, and how that is tied to everyday life. What we like to wear, eat, listen to … We want to create, it’s deep in who we are.”

    Mendoza, who grew up on a pistachio farm, seeing nature as his playground, believes that children are naturally artists. They love to get down-and-dirty, and they often focus more on the process than the product. Sometimes a child will concentrate so hard on a piece they seem to lose themselves in the work, only to run off as soon as it’s finished.

    “They love making the art,” he quips, “not putting their name on it.”

    Little children think outside the box by default, experts say. The challenge is how to let them grow that impulse even as they grow up. 

    “Preschoolers live in their creative mindset, all the time. It’s the perfect space for me,” he said. “Art gives children a voice. It opens the door for them to share their feelings, their thoughts, their ideas.”

    Having grown up in a low-income immigrant family, Mendoza is passionate about making sure all children have the same exposure to the arts that high-income families often take for granted.

    “I was a Head Start kid, I know what it’s like to struggle,” said Mendoza. “It’s sad because when we think about the circle, generational poverty or generational addiction as opposed to generational wealth and prosperity. Some of these children will stay in this lower socioeconomic status as they grow into adults. That’s how they exist. Giving them tools like art, dancing, painting, gives them an understanding of freedom, of expression, of identity.”

    Mendoza views teaching as an art form of its own, cultivating his pedagogy with the same depth of dedication as his mixed-medium artworks.

    “He approaches his work like an artist — with creativity,” said Letty Kraus, director of the California County Superintendents Statewide Arts Initiative, “but also with an educator’s understanding of how to remove enough limitations to engage in play and art-making both individually and collectively.”

    Preschool teacher Daniel Mendoza with some of his students.
    credit: Daniel Mendoza

    Sometimes Mendoza worries that no matter how much headway he makes in the early years, encouraging children to think for themselves and embrace their creativity, that it all gets lost by middle school, when the intense pressure on achieving high test scores can diminish the love of learning.

    “I feel that so many don’t see that connection, the connection art has to culture, individuality and community,” he says ruefully. “It might be a lack of education or awareness, but this conversation is missing. Helping connect what is seen as a ‘luxury’ to those learning goals and foundations that are important to families, gives us an opportunity to show the massive impact the arts have on children’s learning and ability to reach their maximum potential in school and throughout life.  We all need the arts, not just children.”

    He partly blames the laser focus on numeracy and literacy for creating a more stressful environment for children that also hasn’t moved the needle academically.

    “Math scores are down,” he notes. “We have done math all day, and then we did this after-school math program, and now we’re sending math homework home, and that’s still not working. So now we’re going to double down and kids are going to do math on the weekends. I’ve watched a lot of baseball. That’s three strikes right there.”

    By contrast, art teaches focus, he says. It demands that you slow your roll, pay attention and then reflect on the nuance. That depth of concentration and perception pays off in all the other subject areas, experts say. 

    “He has the seamless ability to integrate the arts with other content areas,” said Jennifer Hicks, assistant superintendent of educational services at the Placer County Office of Education. “When children experience art with Daniel, they are experiencing math, they are experiencing literacy, they are experiencing science.”

    Mendoza says he almost got arrested once at the old Guggenheim Hermitage Museum in Las Vegas for spending too much time looking at a painting. The lights turned off, and when security guards appeared, they assumed he was up to no good.

    “Art is an invitation to have an inner dialogue,” he said. “To examine yourself, what you think, what you feel.”

    Credit: Courtesy of Daniel Mendoza

    One of the most noticeable things about Mendoza is his exuberance for art and learning for their own sake. That’s partly why small children often gravitate to him, even when he and his wife are just out shopping at Target, because he radiates warmth.

    “Daniel is joyful,” said Hicks. “ His passion for early education is apparent in everything he does.  He’s always ready to take on a new project or implement an innovative idea. He has a magical way of communicating with children, teaching them language, expression and how to be good humans.”

    While his time is jam-packed with training preschool teachers, painting and teaching about the creative process in children at Sierra College, when he needs to recharge creatively, he always heads back into the classroom to the little ones who are his muses. 

    “If my tank is low, I go hang out at one of our classrooms,” he said. “The children are always so awesome at refilling that creative tank for me.”





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

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


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

    Credit: Lasherica Thornton / EdSource

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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





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  • ‘Academic probation’ sends message to students that college isn’t for them, research says

    ‘Academic probation’ sends message to students that college isn’t for them, research says


    Students at Fresno City College

    Credit: Ashleigh Panoo/EdSource

    When a college student’s GPA dips below 2.0 — lower than a C average — schools often send a notice meant to serve as a wake-up call: Improve your grades or risk losing financial aid and being kicked out of college.

    But the way that universities and colleges deliver this wake-up call could be backfiring and pushing students to give up on higher education altogether, according to new research. 

    That’s what California Competes, a nonpartisan policy and research organization, concluded in a recent report on “academic probation.” The policy report was born out of a study that relied on interviews with over 50 “comebackers — students who returned to higher education years after stopping out — from Shasta College and Sacramento State.

    Academic probation wasn’t on the radar of researchers until the comebackers, brought on to co-design the study, raised academic probation as a serious issue that led many students to give up on their studies. 

    Su Jin Gatlin Jez

    “I was very surprised that this came up from the students, but this is why we center students in our work,” said Su Jin Jez, California Competes CEO, in an interview with EdSource.

    Jez said students perceived being put on academic probation as a message that they aren’t cut out for higher education, not as a wake-up call. This was especially true when an automated notice did not offer clear next steps for a student to begin to turn their academic career around.

    This is an issue that affects a lot of students. One national study by the Center for Analysis and Postsecondary Education and Employment found that 1 in 5 first-year students on Pell Grants were at risk of losing their grants due to low GPAs. But there’s no California-specific data about these students — something California Competes would like to see changed.

    Laura Bernhard

    The organization calls on the state to create a task force to examine academic probation policies at California public universities and promote practices that will help students. It also calls on each of the state’s higher education segments — community colleges, the CSUs and the UCs — to address this issue. That is happening already. 

    “There is interest. There’s growing recognition of the need to make these changes,” said California Competes senior researcher Laura Bernhard. “I think that’s exciting.”

    Bernhard acknowledges it can be tough to roll out sweeping policy changes in a higher education system as decentralized as California’s, but there are signs of progress. During the study, the University of California announced that it would be following one of the study’s recommendations: calling it “academic notice” rather than academic probation, a phrase that makes getting D’s or F’s sound like a crime.

    In this Q&A, Jez and Bernhard detail what they have learned in their research and, specifically, what they want to see happen in California. It has been lightly edited for brevity and clarity.

    What typically happens when a student’s GPA drops below 2.0?

    Bernhard: Most schools use an automated system where a student will receive a form email notifying them of this status. Campus policies vary. California Community Colleges are required to notify students when their GPA falls under this threshold.

    There is not a systemwide process, which is one of the things we wanted to flag. So the student experience varies pretty widely. It’s also going to vary based on if they’re in a targeted program that receives specialized advising, such as student athletes or people who are in an honors college, but in a lot of ways it’s left to the student. I don’t think we do a lot.

    What is the problem with telling a student they are on academic probation?

    Bernhard: The first, perhaps the most obvious one, would be the link to the carceral system. That can be very triggering for many people.

    One of our institutional partners was reviewing their website about academic probation, and she was taken aback by the language. After they are given notice, the first image students see is a cop holding a stop sign saying, “You’re on probation.” She was horrified. Then she remembered 20 years ago, she was one of the people who helped write that policy. It was just a real moment of, “Oh goodness, what have we done?”

    Jez: I think previously there wasn’t a lot of concern about a letter with that kind of language because people assume students were on academic probation because they couldn’t hack it. Because they truly weren’t college material. They couldn’t handle the coursework. 

    Fast-forward to today, there’s a growing understanding that students can be academically capable and excellent — and still not be getting good grades. There are all of these factors in students’ lives that impact their academic performance. Institutions want to figure out how they can help students navigate those sorts of life circumstances, so that they can succeed in the classroom. For that reason, institutions are really wanting to make sure they have the right tone in these letters.

    So are some of these assumptions based on an outdated vision of who a college student is?

    Jez: Traditionally, we’ve had a student who is full-time focused on academic studies. You wouldn’t think of life outside of school being a major factor for them. So if they weren’t performing academically, it was because there was some academic shortcoming. 

    But now most students have heavy workloads, particularly at community colleges and the CSUs. Over 400,000 students in California have children. It’s just a very different student. I think we’re beginning to tackle our policies one by one as we look back and sort of realize they don’t work anymore. 

    Besides that phrase “academic probation,” what are some other problems with those automated notices sent to students when their GPA dips?

    Bernhard: Usually just the length. It’s long, it’s verbose, it’s wordy, it’s complex. There’s jargon. It’s not clear what steps I need to take. It’s not clear who I need to reach out to. It’s not personal. It can tend to use deficit-minded language: “You’ve done something bad; you are on probation; you are in trouble.”

    Instead, things can really be flipped. It can be short; it can be clear. It can be: ‘This is temporary. This is a setback. This happens to a lot of people. We all struggle sometimes.” We can normalize this behavior. ‘These things happen sometimes. It’s out of our control and here are the steps you can take. We care about you as our person. Please talk to us. Reach out.”

    I think a lot of colleges have also realized that, in addition to sending an email, we can text, we can call, we can have tables on campus. We can have an academic event with more personal outreach, which we realize is bandwidth-heavy. But sometimes that makes a huge difference for people. 

    This policy analysis mentions that nationally, 1 out of 5 first-time college students receiving Pell Grants end up with a GPA below a 2.0. Is there any statewide data on that?

    Bernhard: I think that’s one of the biggest issues. It’s not a publicly shared data point in most cases. It’s usually within an institution. It’s hard to get good, comprehensive, systemwide statewide information about students who have a certain GPA. We obviously believe in the power of data, so that is something we would love to be able to collect and analyze.

    Jez: I would love to see that, as the launch of the Cradle-to-Career data system happens, we have students’ GPA information.

    Is there any kind of pushback to these changes you’re suggesting? What’s the attitude among campus leaders?

    Jez: Across the three systems, I will say that there’s a growing recognition that this is a really critical issue that needs improvement. And so we’re seeing attention to this at the systemwide level. 

    At the campus level, there are a number of campuses that are just picking it up and sprinting with it. In many ways, our work has been thinking about how we get a more consistent, comprehensive approach, so we can pick up on campuses leading the way, learn from what they’re doing, and then sort of broaden it across the system. So the systems are all in and then the campuses are in. 

    You’re calling for a statewide task force. Why would that be helpful?

    Jez: Unlike literally every other state in our country, we don’t have a coordinating entity that would be thinking about these issues statewide, centering the student and the students who are attending multiple institutions. It’s critical, then, that we pull it together — in these more ad hoc ways, sadly — to be able to address this. 

    We are hopeful that there will be a proposal in the next 12 months, maybe even the next two or three months, that will tackle this.

    Was there anything that surprised you as you researched this issue?

    Bernhard: I think we could have named 17 other things that we think would have led people to stop out and make returning to complete their degree more difficult. I don’t think academic probation would necessarily have been on that list. 

    The other thing I just really wanted to tout is that this feels, to me, like a relatively easy win. It’s essentially free. It feels small, but it could be incredibly impactful for students. There really hasn’t been pushback, because it just feels very common-sense. Now it’s just like, “Great, how do we get momentum, take action and make this change statewide?” I feel like in a year when we’re sort of feeling financially constrained, I think we should take the win. 

    A lot of what you’re talking about and pushing for is systemic change, but I want to close by asking you what your message would be to students on academic notice or probation right now.

    Jez: When we’ve done previous research and we’ve talked about academic probation, what we hear from faculty and staff is they really saw it as an early warning sign, like “Hey, pay attention.” And then what we heard from students was the opposite. It was more like “You don’t belong, you’re not college material.” 

    So I think that a student should know that this status doesn’t mean you’re not college material and you don’t belong and you can’t do it. I think of it more like a wake-up call. Obviously, there are some students where some sort of crisis happens in their life, and they need to get through that moment and then get back on track. And when they hit that crisis, it’s really important to reach out to their institution because they can take incompletes or withdraw or there are other strategies that make it so that this doesn’t have an impact on their GPA.

    If it’s something that’s sort of like a bigger issue where they’re having to work full time and trying to figure out how they balance their studies, reach out to your institution. There are also a number of community-based organizations that can support students. Also, many struggles aren’t visible, but students are far from alone in grappling with this. In many ways, it is a very normal experience. Students can successfully, absolutely make it out of this temporary status. 

    It’s really like the institution’s obligation to help the student. It is not like, “Go figure it out, student.” The institution needs to help figure out with the student, “How do we support you to success?

    My last recommendation is a general customer service one. If you call customer service and the person’s not helpful, I wouldn’t try to convince that person how they should help you. Sometimes, you just hang up and find someone else. Our institutions are pretty big, so there are lots of people. Find a person that can get to your issue and that’s willing to help.





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  • Thousands of LA students experience homelessness; we must act urgently to help them

    Thousands of LA students experience homelessness; we must act urgently to help them


    Encampments line the street that runs along Virgil Middle School’s lower field in Los Angeles County on November 30, 2022.

    Credit: Kate Sequeira / EdSource

    Homelessness and housing are at the center of political, policy and budget conversations across California, with indelible images of tents on sidewalks and people struggling against addiction and mental health often driving our understanding of the crisis.

    But homelessness is not only a story of encampments or shelters; it is a story of women, children and families, who are among the fastest-growing populations of people experiencing homelessness. These are too often the invisible faces of this crisis, and we must recognize them and act urgently to deliver solutions.

    According to the McKinney-Vento Homeless Assistance Act, students qualify as homeless if they lack a fixed, regular and adequate nighttime residence. This includes children who live doubled or tripled up with other families, in hotels, motels, shelters or other temporary arrangements.  

    Today, Los Angeles County serves 1.3 million students across 80 school districts, with 47,689 students identified as experiencing homelessness in 2022-23.

    These figures do not include our earliest learners — children from birth to transitional kindergarten — or the many families on the brink of housing instability, often one emergency away from becoming unhoused. Young children in unstable housing situations are among the most vulnerable, with their development and well-being deeply impacted by housing insecurity.  

    In Los Angeles County, voters are weighing Measure A, a citizens’ initiative that would repeal and replace the existing ¼ cent homelessness sales tax, set to expire in two years, with a new, ½ cent sales tax. The measure, tied to accountability and results, is expected to bring in $1.1 billion annually to the county to fund affordable housing, mental health and substance abuse services.

    Crafted by a coalition of housing experts, mental health professionals, labor leaders and community advocates, Measure A applies lessons learned from past efforts to expand investments in mental health and substance abuse services to get unhoused Angelenos off the streets and into treatment, increase resources for housing to make it more affordable for everyone, require accountability with clear goal-setting, regular audits and spending reports, and move funding away from programs that do not show proven results. 

    Measure A also establishes a new governance approach to deploy resources into one unified plan for addressing homelessness and the housing crisis. This plan is also informed by a Leadership Table made up of a cross-section of community leaders who will make funding and policy decisions about how these critical resources are spent that includes seats for education agency leaders and experts. 

    We believe that the innovations in Measure A would help develop stronger collaborations between school districts, housing agencies and nonprofits to offer wraparound services for families and create systems that make it easier for families to self-identify without stigma. By expanding housing programs that prioritize families and include transitional housing options connected to schools, we can better ensure that no student falls through the cracks.

    On the ground, our dedicated teachers, administrators and campus staff are navigating the challenges of homelessness with our families every day. For example, recently we had a single mother facing homelessness send her older daughter who had special needs to live with relatives, while she tried to find housing with her younger daughter. They moved around often, and getting to school was difficult.

    The school worked with the family to arrange transportation for the younger daughter so she could stay in school and helped the mother find crisis housing. Once the family was in temporary housing, the mom brought her older daughter back home, and the school helped set up transportation for her as well, allowing both children to attend school consistently.

    Measure A would help provide the dedicated resources for housing programs and critical services that our communities need to weather these challenges without disrupting their education to break the cycle of instability. 

    Without stable housing, students struggle to succeed academically and emotionally, leading to long-term consequences for our communities. By shifting some of the county’s homelessness funding toward preventive and family-focused solutions, we can make a lasting difference in the lives of children and help break the cycle of poverty and homelessness. 

    We must recognize the invisible faces of homelessness and prioritize their needs. We owe it to our students and families to ensure sustained funding, accountable spending, and a holistic, regional approach that expands our understanding of homelessness beyond individuals on the street to include students and families living in unstable housing situations. We must center on preventive and family-focused solutions, or risk losing the potential of an entire generation. It’s not just a matter of education; it’s a matter of equity, compassion, and justice, and a thriving future for California. 

    •••

    Debra Duardo, M.S.W., Ed.D., is the Los Angeles County superintendent of schools. Miguel A. Santana, is the president and CEO of the California Community Foundation.

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





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