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  • Hanford program supports teen parents while they finish high school

    Hanford program supports teen parents while they finish high school


    File photo of a student in the HOPE (Helping Our Parenting Students Excel) program. At varying levels, HOPE is a part of nearly 50 Learn4Life centers in California. Some schools only provide donations for baby supplies and access to support groups while larger schools have separate classrooms for its HOPE students, including the Hanford campus.

    Photo courtesy of Learn4Life

    Pregnant in high school, 14-year-old first-year high school student Giselle Meza said she feared she’d be judged by her peers. She was one of only two pregnant teens at her school and felt isolated. She missed a lot of classes, falling behind. 

    Statistically, Meza has about a 50% chance of dropping out of school altogether. She hasn’t; instead, she withdrew from Hanford High to participate in Helping Our Parenting Students Excel at Kings Valley Academy, a Learn4Life campus — a network of dozens of public charter high schools across the state and nation. 

    The HOPE program and Learn4Life structure empowered her to walk onto the campus without feeling alone. The program provided her with peer support from other pregnant and teen parents, a personalized learning plan, and the ability to bring her daughter to school. 

    In a designated HOPE room at Kings Valley Academy, shelves stocked with children’s books line the walls. Educational toys, playpens and swings cover the floor. 

    The room is a home away from home, where Meza could nurse, tend to or play with her daughter, Desirae, while continuing her high school education and gaining skills to better herself. 

    Teen parents have thrived in that environment, including Nevaeh D. who earned a full scholarship to UCLA after graduating from Learn4Life. “While I did my lessons, she was sleeping or playing alongside me,” Nevaeh said in an April media release announcing her graduation from Learn4Life. For student privacy, the school did not disclose Nevaeh’s last name.

    “So many of them think they’re the only ones in this position,” HOPE founder Staci Roth said. HOPE, however, creates an environment where pregnant and parenting teens feel seen, safe and supported, Roth told EdSource. 

    After more than a year in the program, Meza, now 16, no longer feels isolated, and is comforted by “being surrounded by people going through the same thing.” 

    “We take away the shame and the stigma,” said Christianna Percell, assistant principal at Kings Valley Academy. 

    How HOPE started 

    Seven years ago in 2016, while working at Learn4Life Panorama City in Los Angeles, Roth noticed that pregnant and teen parents struggled to attend class. She started a group with teen moms to learn what obstacles were preventing them from coming to and staying in school. 

    Schools needed to do more to support them, she said. She designated one classroom for the group of teen parents and brought in swings and bouncers, diapers and wipes. 

    “Just made it their safe space,” she said. 

    By 2018, HOPE had grown from eight to 63 students in the Learn4Life schools, as word spread that parenting students could bring their kids to campus. 

    At varying levels, HOPE is now a part of 48 Learn4Life centers in California. Some schools only provide baby supplies and access to support groups, while larger schools have separate classrooms for its HOPE students, which, to Roth, has been the best way to achieve the organization’s goal of creating a safe space for parenting students to feel supported. 

    Learn4Life’s Hanford location adopted the program three years ago with about a dozen parenting teens. Today, the program serves almost 60 teen parents, said Lindsey Hoskins, the supervising teacher who oversees the HOPE program in Hanford. 

    “I was a teen parent,” Hoskins said. “There was no place I could take my baby.” She said she remembers having the choice of dropping off her child while she was at school or staying home to nurse the baby.

    As a result of HOPE, Hoskins said student parents aren’t dropping out like they were before the program’s implementation. 

    Being supported 

    The HOPE program allows students with children to bring their kids to school, so they can work toward a high school diploma at their own pace while receiving mentorship, supplies and peer support. Students have access to essentials such as diapers, car seats, strollers, cribs, clothes and toys, so the teens don’t feel pressured to work as much or to spend their earnings on baby supplies.

    Instead, the student parents can focus on their education and their children, Roth said. 

    The program provides resources by connecting the teens to community partners, providing transportation when needed or simply offering encouragement. 

    “We may be providing diapers and formula now while they’re at school,” Roth said, “but at the same time, connecting them to where they can get that in the future if they need it.” 

    The peer support ensures the parenting teens don’t feel alone and allows them to learn from each other, Roth said. 

    In the HOPE room, parenting teens often step in and help with a crying baby that has colic, Roth said. Or during a support group meeting, they’ll bounce ideas off of one another to treat a rash. “They’re their best teachers to each other.” 

    Teen parent Nevaeh earned a scholarship to UCLA after graduating from Learn4Life, which allowed her to continue her studies while bringing her daughter to the Hanford campus.
    Photo courtesy of Learn4Life

    Students also learn life skills, such as financial planning, lessons about child development, health and nutrition, as well as job readiness and career skills.

    Over time, HOPE programs have added elective classes to teach parenting skills; Roth said students can learn to be better parents while gaining needed credits to graduate.

    Created based on student input, skills classes range from preparing for childbirth and breastfeeding to building healthy relationships and co-parenting. Hoskins said students can pick a topic that’s specific to their life or situation. Some of Hoskins’ students have completed classes for potty training and teething — which has allowed them to gain confidence and address the challenges they currently face as a parents. 

    “They feel so empowered to take care of their little ones,” Roth said.

    According to a 2010 study of women in their early 20s, 53% of women who became moms as teenagers graduated with a high school diploma, in contrast to 90% of women who did not become teen parents. 

    Such statistics, Roth said, were the driving force behind HOPE’s goals: teaching teens how to parent and to support their family while encouraging and equipping them to go to college or find a career after high school. 

    Students supported by the HOPE program graduate at a 6% higher rate, according to Learn4Life and HOPE statistics. 

    Addressing the whole child

    Several parenting students said they joined HOPE because they no longer felt comfortable at their traditional schools after becoming pregnant, the Learn4Life staff said. 

    “We’ve heard the stories from our students (about) how they felt at their school when they found out they were pregnant,” Roth said. 

    To break that cycle, HOPE staff builds supportive relationships, Roth said. 

    “We say we’re going to be here, and we are here,” she said. “We say we’re going to support them, and we do support them. It’s life-changing for them to have someone who asks about their day (and) to call your teacher in emergencies.” 

    HOPE students can be teen mothers or fathers as well as students who help care for their siblings. Kristen Cooper, 17, nearing the completion of her sophomore year, brings her one-year-old brother to the program while her parents work. She said she gained trusting relationships with adults because of the program. 

    The HOPE and the Learn4Life school model allows staff to build lasting, meaningful relationships with students by addressing all their needs. 

    The school’s model focuses on one-on-one instruction, flexible scheduling and personalized learning, said Ann Abajian, a spokesperson for Learn4Life. Students, including those in HOPE, have the option to work virtually or spend minimal hours at school. 

    A “team of teachers” manages students’ action plans and goals as they get “layers of support” through tutoring; one-on-one, small group and traditional class instruction; three school counselors and an onsite therapist; resiliency programs, such as yoga, meditation and classes that teach organizational skills and coping mechanisms; and an alumni support group. 

    That support helps students navigate their challenges, including not being able to attend a traditional school because they’re dealing with social-emotional trauma, working every day, helping care for a sibling or raising a child. 

    Staff members are trained to be trauma-resilient education professionals who provide tools to build the resilience to face their past, present and future, said Roth, who is also the school’s coordinator of trauma-resilient education. 

    Students who take part in the HOPE program, Roth said, come to the Hanford campus for one-on-one instruction with their teachers. The difference for HOPE students is the designated space to bring their children. 

    Meza, the student who joined HOPE to avoid judgment at her traditional school, spends a lot of time on campus because she feels more comfortable there than in her own home, she said. There’s more room for her one-year-old daughter to play, and she gets the help she needs from staff. 

    “I’ve been doing better than ever, honestly,” Meza said about now being nearly finished with her first year of high school. 

    HOPE is ‘different’ from other youth parenting programs

    Schools in California have operated youth parenting programs for decades. Currently, programs are under the umbrella of Cal-Learn, a state program designed to encourage pregnant and parenting teens to graduate from high school or gain the equivalent, become independent and form healthy families. 

    Sixty percent of teenage parents who are currently receiving welfare will depend on government aid for 10 or more years, according to research noted in the legislation that established Cal-Learn to address the “unique educational, vocational, training, health, and other social service needs” of teen parents. 

    The Youth Parent Program in Clovis Unified, for example, serves parenting teens who are trying to graduate. 

    With a 91% graduation rate, the parenting program supports students on their journey to finishing high school and helps them gain basic parenting skills, district spokesperson Kelly Avants said. 

    The program is meant to “come alongside” students who are teen parents, ensuring they have access to transportation, nursing, counseling, academic support, encouragement to “stay in school, pass their classes and ultimately graduate,” and the skills to “parent well,” Avants said.

    Through the program, teen parents can learn areas such as basic infant CPR, lessons on childhood development and ways to be engaged parents.

    But HOPE is different, Hoskins said, because it’s on Learn4Life campuses, where educators can give students what they need with specific programming, such as personalized learning and the elective classes picked by students.

    “We meet them where they are,” Hoskins said. 

    ‘Impacting generations’

    The percentage of teen parents who do not finish school contributes to high incidences of their own children not graduating.

    The federal Centers for Disease Control and Prevention found that the children of teenage mothers are more likely to drop out of high school, give birth as a teenager and face unemployment as a young adult, among other findings.

    Generational impact on kids

    A child who comes to campus sees their parent studying — something HOPE staff believe will foster a child’s love for school and can break the cycle of dropping out.

    Mayra Hernandez, 18, said her 2-year-old son Sebastian loves his preschool and isn’t shy like some of the other kids because he attended HOPE with his mom for the first two years of his life. She said Sebastian eagerly plays with and communicates with his peers.

    Parenting teens, Hoskins said, are “bringing their child who is exposed to books (and) exposed to mom reading,” Hoskins said. “They’re exposed to literature, structure, education, other peers and social behavior and norms.”

    “(Teen pregnancy) has such a generational impact,” Roth said. “This population has its own obstacles and trauma that go along with (being a teen parent).”

    Acknowledging those “high statistics,” Roth and Hoskins said the aspects of the HOPE program — bringing kids to campus, graduating from high school, gaining life and parenting skills and learning about careers — are “impacting generations.” 

    “I would be struggling still,” 18-year-old Mayra Hernandez said in hindsight. Her mom, also a teenage mother, didn’t graduate from high school. Hernandez, considered an 11th grader, said she is better able to manage her time as a mother and student because of HOPE’s and Learn4Life’s model. She is dual enrolled in high school and the West Hills Community College District and works two jobs to pay her bills. 

    She considers herself on track to graduate and pursue a career. Hernandez gained nearly 60 credits in just a month at Learn4Life,  has completed a semester of college through dual enrollment and plans to either become a traveling nurse, ultrasound technician or a medical professional in the Navy. 

    Hernandez said it will be “inspiring” for her son to see her graduate.

    Meza said she once viewed the military as her only option after graduation, but now after high school, her goal is to become an ultrasound technician — all because HOPE expanded what she viewed as her choices. 

    “A lot of our students will tell you, ‘I would not graduate high school if it wasn’t for Learn4Life and the HOPE program,’” Hoskins said. “Things that are deemed not possible are happening.”





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  • California TK-12 enrollment ticks down, while number of homeless and poor students rises

    California TK-12 enrollment ticks down, while number of homeless and poor students rises


    Zaidee Stavely/EdSource

    Top Takeaways
    • The 0.54% decline was steeper than last year but not as dramatic as the plunge at the peak of the pandemic.
    • The drop in enrollment was somewhat offset by the expansion of transitional kindergarten.
    • The number of students identified as homeless jumped 9.3% from last year.

    New state data released Wednesday shows that California’s TK-12 enrollment has continued its steady post-pandemic decline. At the same time, the number of poor and homeless students has been increasing.

    For the 2024-25 school year, enrollment statewide declined by 31,469 students or 0.54%, compared to last year. California now has 5.8 million students in grades TK-12 compared to 6.2 million students in 2004-05. The new data from the state is based on enrollment counts for the first Wednesday in October, known as Census Day.

    This year’s decline is a little steeper than last year’s, which was 0.25%, but relatively flat compared to the enrollment plunge at the peak of the pandemic.

    “The overall slowing enrollment decline is encouraging and reflects the hard work of our LEAs across the state,” said state schools Superintendent Tony Thurmond in a statement.

    The drop in enrollment was somewhat offset by the state’s gradual rollout of transitional kindergarten. More students were eligible for the new grade than last year, and the numbers reflect that. An additional 26,079 students enrolled in transitional kindergarten — a 17.2% increase — while most other grade levels saw dips in enrollment.

    The new state data also reflect an increasing number of students who are experiencing economic hardship. An additional 32,179 students now qualify as socioeconomically disadvantaged, a 0.9% increase. This data show that 230,443 students were identified as homeless — a 9.3% increase from the last school year.

    The number of students identified as English learners decreased by 6.1%. This is largely in response to Assembly Bill 2268, which exempted transitional kindergarten students from taking the English Language Proficiency Assessment for California (ELPAC).

    Previously, schools tested transitional kindergarten students with a screener meant for kindergarten students, which was not appropriate for younger students and was therefore unreliable, according to Carolyne Crolotte, director of policy at Early Edge California, a nonprofit organization that advocates for early education. The state is in the process of creating a new screener, but in the interim, almost no English learners are being identified in this grade.

    State officials attribute much of the enrollment decline to demographic factors, such as a declining birth rate. 

    Enrollment saw its greatest decline in regions of the state with higher housing prices, notably Los Angeles County and Orange County. There is growth in more affordable areas of the state, such as the San Joaquin Valley and Northern California, including the Sacramento area.

    Enrollment in charter schools has steadily increased at the same time enrollment in traditional public school is decreasing. This year an additional 50,000 students attended a charter. Now 12.5% of students in California are enrolled in charter schools, which is up from 8.7% ten years ago.

    The California Department of Education characterized transitional kindergarten numbers, which went up 17.2%, as a “boom.” A release from the department stated that 85% of school districts are offering transitional kindergarten at all school sites. It also said that transitional kindergarten is creating more spaces in the state preschool for 3-year-olds. 

    However, the enrollment numbers for transitional kindergarten are well below early estimates advanced by the Learning Policy Institute in 2022 which had estimated that 60% to 75% of eligible students would enroll in transitional kindergarten. The just released numbers show closer to about 40% of eligible students are opting in for transitional kindergarten, which according to Bruce Fuller, professor of education and public policy at UC Berkeley, is “not exactly universal preschool.” 

    The Governor’s recently released budget revision noted that lower daily attendance prompted him to reduce funds aimed at transitional kindergarten by $300 million. The state plans to lower the student to adult ratio in these classrooms from 12:1 to 10:1 next year, but will need less money to do so because of lower enrollment.

    Transitional kindergarten has been gradually expanding over a five-year period to include all 4-year-olds. This school year, all students who turn five years old between Sept. 2 and Jun. 2 were eligible. The expansion to all 4-year-olds will be complete in the 2025-26 school year.

    The expansion of transitional kindergarten doesn’t seem to be reaching more eligible four-year-olds than the previous system of private preschools, state preschools and Head Start, Fuller said. He notes that enrollment in those programs has been in decline at the same time that transitional kindergarten has been growing.

    Crolotte praised the state for its expansion of transitional kindergarten but said that some families may not know that their children are eligible for the program.

    “I think more work needs to be done about communication to families and knowing that this is available to them,” Crolotte said.





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  • DOGE Kids Are Slashing Government Agencies, While Holding Multiple Jobs

    DOGE Kids Are Slashing Government Agencies, While Holding Multiple Jobs


    Imagine that you are a career civil servant , having worked at the same agency for 30 years. Then one day a 25-year-old youngster arrives with instructions to make rapid, sweeping change. He fires you and everyone else who knows how the agency works. This is called reform. Who are these people? It turns out that they hold jobs in multiple federal agencies. Do they receive multiple salaries?

    Ethics experts have questioned the practice but Trump has never listened to ethics experts.

    Faiz Siddiqui and Jacob Bosage wrote in The Washington Post:

    Gavin Kliger, a U.S. DOGE Service software engineer in his mid-20s, arrived at Internal Revenue Service headquarters in February, telling senior agency officials he was there to root out waste, fraud and abuse.

    Then, according to three people with direct knowledge of the events, he placed five government-issued laptops on a conference table and requested a sixth computer that would give him access at the IRS.

    At the time, court records show, Kliger held two job titles at the Office of Personnel Management, as well as positions at the U.S. Department of Agriculture and the Consumer Financial Protection Bureau. He was also working on dismantling the U.S. Agency for International Development.

    Earlier this month, according to a person with knowledge of the matter, Kliger showed up at the Federal Trade Commission, too.

    Kliger is not alone. His expanding portfolio — which now includes jobs in as many as seven federal offices — is typical of at least a handful of DOGE staffers. The unorthodox practice affords trusted acolytes of billionaire Elon Musk authority across broad swaths of government, as well as access to an array of confidential information, including tax documents, federal workforce records and consumer data.

    Because their jobs are embedded within agencies, the DOGE staffers have far more influence than those who might have worked collaboratively across government before — and their positions raise the possibility that even if Musk leaves government service at the end of May, as he has suggested, his allies will still have power, potentially for years to come.

    “Your people are fantastic,” Trump told Musk in a Cabinet meeting on Thursday. “In fact, hopefully they’ll stay around for the long haul. We’d like to keep as many as we can. They’re great — smart, sharp, right? Finding things that nobody would have thought of.”

    Government policy and ethics experts say the arrangement is unusual — and unprecedented — for the sweeping amount of access it grants to relatively low-level bureaucrats. Government officials have argued that DOGE and Musk do not have formal authority over decisions but rather advise officials at Cabinet departments on actions to take. But that makes the appointments DOGE liaisons are taking at multiple agencies even more influential.

    In addition to Kliger, who worked for Twitter before Musk bought the platform in 2022 and later joined an AI-focused data software firm, numerous DOGE associates have been given extraordinary power to shape government policy at multiple agencies. Among them:

    • Software engineer Christopher Stanley, who worked on the White House WiFi system and was serving at the Office of Personnel Management, was appointed as a director on the board of the mortgage financing giant Fannie Mae. The appointment came with an annual salary ranging from at least $160,000, but Stanley quickly resigned. Stanley, who has worked for X and SpaceX, did not respond to a request for comment.
    • Former Tesla engineer Thomas Shedd, 28, is running the digital arm of the General Services Administration, known as the Technology Transformation Services division but also has served in the office of the chief information officer at the Department of Labor, according to records reviewed by The Washington Post.
    • Luke Farritor, a former SpaceX internin his 20s who won a prestigious prize for decoding a Roman scroll, is detailed to at least five agencies, according to a lawsuit challenging DOGE’s authority.
    • And in perhaps the most high-profile case of cross-posting, Edward Coristine, the 19-year-old software engineer who used the online moniker “Big Balls,” was appointed to the State Department and the Department of Homeland Security, in addition to his position at DOGE.

    Even Amy Gleason, the official administrator of DOGE, is also an “expert/consultant” at the Department of Health and Human Services, a court filing shows. Gleason’s appointment to HHS was reported earlier by Politico.

    White House spokesman Harrison Fields did not directly address multiple positions held by DOGE staffers, but he touted DOGE’s work in a statement to The Post.

    “President Trump is committed to ending waste, fraud, and abuse, and his entire Cabinet, in coordination with DOGE, is working seamlessly to execute this mission efficiently and effectively,” he said.

    In his business empire, Musk has frequently moved staffers and resources across companies, sometimes inviting scrutiny. But such arrangements are unusual in the federal government, where employees traditionally are assigned to one job and one agency at a time.

    Staffers in DOGE’s predecessor agency — the U.S. Digital Service — worked collaboratively across government to improve technology, according to a former employee of the office, who spoke on the condition of anonymity for fear of retribution. Though they might sometimes receive an additional government-issued laptop from an agency they were assigned to work with, they did not typically work with more than one organization at a time, the person said.

    Earlier this month, after Politico reported that Trump had told his inner circle Musk would soon depart government service, Trump told reporters that Musk would leave after “a few months.” Before that, Musk said most of DOGE’s work to find $1 trillion in annual spending cuts would be complete by about the end of May, when his status as a special government employee requires him to leave his White House post.

    Max Stier, president and CEO of the nonprofit Partnership for Public Service, which advocates for better government, said that cross-postings might fly at a tech company but that they pose a “huge problem when it’s a governmental entity keeping people safe and providing critical support to millions of Americans.”

    “You’ve got people who have been deputized who have no business doing what they’re doing,” Stier said.

    State Democracy Defenders Fund, a group that aims to safeguard elections and perceived threats to democracy, has filed a lawsuit on behalf of more than two dozen USAID workers challenging DOGE’s constitutional authority, claiming Musk exercised authority that would typically be unavailable to a person who lacked a presidential nomination and Senate confirmation.

    The lawsuit argues that multiple simultaneous postings provide Musk and his allies with extraordinary authority over government functions, as well as backdoor access to agencies that DOGE aims to target for spending reductions.

    The suit cites the case of Farritor, a software engineer who, according to court records, was detailed to five agencies at the same time.

    “You have to ask yourself: When you have people who are appointed to as many as five agencies at times — a single person — and you have others who are obviously not qualified, are those legally valid appointments or are they sham appointments done with intent to evade the law?” Norm Eisen, executive chair of State Democracy Defenders Fund, said in an interview.

    He added: “I have been working for or around the federal government for almost 35 years and I never heard of a detailee with that many different jobs.”



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  • West Contra Costa makes big push to get kids to class – and raise revenue while doing it

    West Contra Costa makes big push to get kids to class – and raise revenue while doing it


    Verde Elementary School in West Contra Costa Unified School District

    Top Takeaways
    • Raising attendance would improve student outcomes and help the district achieve a balanced budget.
    • The district will focus on boosting attendance of all students, not just those who are “chronically absent,” using a range of attendance-improvement strategies.
    • Improving attendance will require an investment of funds and offering incentives, experts say.

    To boost student attendance, the West Contra Costa Unified School District has launched a comprehensive plan to increase attendance by 2 percentage points this school year. 

    The plan will be reviewed by the school board at its meeting on Wednesday.

    The challenge is in part an educational one. If students aren’t in class, they’re far less likely to succeed. It is also a financial strategy that is crucial to the district’s attempts to fend off insolvency and a state takeover for the second time in 30 years. 

    That’s because the main source of state funding for schools in California is based not just on how many students are enrolled, but on how many students actually show up each day for class.  

    But bumping up attendance, even by a few percentage points, is not as easy as it might seem, regardless of the district.  

    So what happens in this 29,000-student district in the San Francisco Bay Area, which includes Richmond and several adjacent communities, also holds lessons for numerous other financially struggling districts in California and nationally. 

    According to interim Superintendent Kim Moses, the math is simple: For every 1 percentage point increase in attendance, the district can raise $2.75 million in additional state funding. 

    Raising attendance by nearly 3 percentage points would generate over $7 million — about the same amount the district is projecting it will have to reduce its budget during each of the coming two years to achieve a balanced budget. 

    “It’s the biggest lever that we have,” board President Leslie Reckler, who is fully behind the attendance strategy to avert even more cuts in programs and staff than the district has already made, said in an interview. “We get paid by who shows up.”

     Moses told the school board at a recent meeting, “If we are successful in increasing our attendance, that is a way to increase revenue. Then we can rescind the reductions we are proposing.”

    Until now, the district’s attendance improvement plan has focused on “chronically absent” students — those who miss 10% or more instructional days per year. That has yielded results, pushing overall attendance rates in the district to 92.3% last fall, just below the state average. 

    But over the last few months, attendance rates in the district have started to drift down again, to 89.5% in February, according to district figures. 

    Natalie Tovani-Walchuk, vice president of local impact for Go Public Schools, an advocacy organization working in several Bay Area school districts, including West Contra Costa, speculates that some of the decline could be related to illnesses — the flu, Covid, norovirus and RSV — that simultaneously struck the district in recent months. It could also be that some immigrant parents fear bringing their children to school because of the Trump administration’s crackdown on undocumented immigrants.  

    “All of this creates conditions which you can’t control,” said Tovani-Walchuck, a former school principal born and raised in Richmond. 

    Aiming to boost attendance of all students

    After initially focusing on chronically absent students, the district is now aiming to boost the attendance of all students, and to focus on schoolwide attendance-improvement strategies, including:

    • Targeting schools with the lowest attendance and developing “individualized action plans” for those schools.
    • Expecting schools to implement activities that reinforce positive attendance habits, such as recognizing students whose attendance improves and working more closely with families “to build stronger connections between school and home.”  
    • Helping schools use a toolkit developed by the district, including prepared scripts in communicating with parents, along with “action plans” for targeting lagging attendance to promote “Stronger Together: Show Up, Rise Up,” the theme of the attendance campaign. 
    • Recruiting more parents, representatives of community-based organizations and community members to participate in the district’s Student Attendance Review Board, to which students who are repeatedly absent or truant can be referred.   

    But Michael Fine, CEO of the Fiscal Crisis and Management Assistance Team, an agency set up by the state to help districts in difficult financial straits, said, “There is a limit to how much improvement in attendance can be made.” 

    A year ago, his agency issued a report concluding that, despite financial and other improvements, West Contra Costa faced a high risk of insolvency.  

    A realistic goal, Fine said, would be to increase attendance by 1 percentage point each year over the next three years. He pointed out that the district will probably have to spend money on extra staff time and incentives to generate interest among students, parents and schools. 

    “Programs like this cost money, so you have to spend to be successful,” Fine said. 

    Fine recalls that when he was a deputy superintendent at Riverside Unified, the district persuaded local businesses to award a used car to high school seniors who achieved perfect attendance across their entire K-12 careers, or other incentives like computers and bicycles for meeting less ambitious goals. His district spent about $250,000 a year on the program, but generated $1.2 million in increased attendance revenue.  

    Increasing attendance is especially challenging because there are many reasons why students don’t show up for school, all detailed in a presentation to be considered by the board at its monthly meeting this week. These include lack of transportation, illness, parent work schedules, child care constraints, and students feeling disengaged, unsupported and bored at school, plus, in some cases, severe mental health issues. 

    As a result, any initiative to reduce absenteeism demands a range of strategies to address its underlying causes. 

    Hedy Chang, executive director of Attendance Works, a nonprofit organization focusing on attendance, said West Contra Costa Unified appears to be on the right track by surveying parents and identifying why individual students don’t come to school. Another plus, she said, is the district’s creation of so-called community schools, which already work with social service organizations that can also help. 

    “It looks like the district has some things in place,” she said.  But she also cautioned that schools with large numbers of low-income students, like many in West Contra Costa, will likely experience higher absenteeism rates and have to come up with multifaceted responses to overcome them. 

    Building positive relationships with parents

    The district says one school that has made notable strides is Verde Elementary, a community school serving transitional kindergarten through eighth grade students in North Richmond, an unincorporated area of the district. 

    The efforts of Martha Nieto, Verde’s “school community outreach worker,” have been central to the school’s efforts to boost attendance. 

    Nieto, a mother of six who was born in Mexico, says that a key to getting kids to school is building positive relationships with parents. Each day, the school systematically records which students are absent. Attendance clerk Patricia Martines then calls parents’ homes, sometimes with the assistance of school secretary Patricia Farias, who attended the school and still lives in the neighborhood. 

    Each Friday, Nieto  offers what she calls a “School Smarts” class for parents to learn how to get involved in the school. As for students, Nieto provides incentives to improve attendance with modest gifts like a soccer ball, or free ice cream or nachos, which she also hands out on Friday mornings. Students with perfect attendance are awarded medals at “Celebration of Learning” events held regularly in the school cafeteria. 

    The challenge, Go Public Schools’ Tovani-Walchuk says, is to extend efforts like these across the entire district. 

    “These are moments of real strength, and we’re seeing what is truly possible,” she said, referring to Verde Elementary. “But it has not been yet systematized where every school has their school community outreach worker doing this work. That’s really determined site by site, depending on its priorities.”

    Verde Elementary school secretary Victoria Farías, who attended the school as a student, assists with keeping track of attendance.
    Credit: Louis Freedberg / EdSource

    School board member Demetrio Gonzalez-Hoy says that in addition to boosting the attendance of existing students, there needs to be more emphasis on attracting new ones to the district. That’s because the district’s financial plight is largely due to student enrollment that has declined by an average of 3.1 percentage points over the previous four years, according to the Fiscal Crisis and Management Assistance Team report. 

    “It has to be a two-pronged approach,” he said. “We need to get families moving into our community to come to our schools. We don’t want to be a place where we have to be closing schools.”

    “If we want to continue to thrive as a district, we have no other option,” he said. 





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