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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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