Tag: District

  • Fear, arrests and know-your-rights: How one school district is grappling with ICE coming to town

    Fear, arrests and know-your-rights: How one school district is grappling with ICE coming to town

    by Alexandra Villarreal, The Hechinger Report
    January 23, 2026

    NEW HAVEN, Conn. — “They took her, they took her, they took her.”  

    Those were some of the words Assistant Principal Cora Muñoz could discern while on the phone with the guardian of one of her students. As the caller sobbed and struggled to speak, Muñoz realized that immigration enforcement agents had detained a kid from Wilbur Cross, the high school she helps lead. 

    Again.

    There was a reason why Muñoz was a go-to contact for the student and her guardian: She — and New Haven public schools more broadly — have worked hard to earn the trust of immigrant families in their diverse district, even as the second Trump administration has made it easier for immigration officers to enter schools and launched a mass deportation campaign.

    The district’s teachers and administrators have nurtured deep relationships with immigrant-serving organizations and helped kids access resources — attorneys, social workers, food — when needed. They’ve hosted sessions to inform students about their rights, and sent home cards with legal information in case of an encounter with immigration officers. And when the worst has happened — when someone’s child or parent has been detained, which has occurred over and over in recent months — they have taken immediate action, writing letters in support of the family member’s freedom and raising money alongside a larger coalition of advocates trying to bring that person home. 

    “In these moments where it’s hard, you show up,” said Muñoz, “and you do what you can.”

    Yet nothing has been able to entirely snuff out the fear of deportation inside the city’s schools, say students and educators. That may have contributed to a decline this October in the number of English language learner students enrolling; their numbers dropped by more than 2,000, or nearly 3.8 percent, across Connecticut between fall 2024 and fall 2025, and by hundreds — or 7.3 percent — in New Haven, with many immigrant families who were expected to return to school simply disappearing. 

    Chronic absenteeism rates fell in New Haven during the 2024-25 academic year. But after President Donald Trump took office, students said their families told them to skip extracurriculars or early college courses at a university campus in case immigration enforcement was around. For some, a college degree has started to feel more out of reach, as they adjust their dreams to fit within a new anti-immigrant reality. Teachers have seen kids stop participating in class after friends have been detained and they wonder if they could be next. 

    “I live with fear,” said Darwin, an 18-year-old student from Guatemala who has lived in New Haven for two years. His last name, like those of others in this story, is being withheld for safety reasons. “Sometimes I don’t even want to attend school because it makes me afraid to go out of the house.”

    In many school districts around the country, immigrant enrollment is down, as far fewer asylum seekers are able to reach the United States and some immigrants have chosen to self-deport to avoid the specter of detention. That said, the consequences of Trump’s mass deportation campaign on immigrants’ education vary greatly depending on the community, its demographics and the level of enforcement activity there, said Julie Sugarman, associate director for K-12 education research at the D.C.-based Migration Policy Institute’s National Center on Immigrant Integration Policy. 

    In the Minneapolis area, for instance, where a federal officer shot and killed Renee Good after she dropped off her 6-year-old child at school, districts are offering a virtual learning option for the many kids who are staying home in fear.  

    “We are definitely hearing anecdotally that there are kids not going to school,” Sugarman said. “Obviously, losing a whole year of education or however long they’re not in school, they are missing out on opportunities to develop their content knowledge, to learn literacy, to develop English, and also to develop academic skills in their native language.” 

    Related: Become a lifelong learner. Subscribe to our free weekly newsletter featuring the most important stories in education. 

    With seven institutions of higher learning in the area, New Haven is known as a college town. But it is also a city of immigrants: More than one in six New Haven residents are foreign-born, a statistic that underscores a point of pride for many who welcome the city’s diversity. Families in the public school system speak more than 70 languages. 

    At the Roberto Clemente Leadership Academy, a K-8 school with around 430 students, notices go home in English, Spanish, Pashto and Arabic. The school’s front doors have welcome signs posted in multiple languages. And on a bright red poster in the hallway, photos of beaming children surround a message: “We all smile in the same language.”  

    When Trump, who has argued that immigrants are “poisoning the blood of our country,” nixed guidance in January that had generally restricted U.S. Immigration and Customs Enforcement from going into schools to arrest people, New Haven Public Schools Superintendent Madeline Negrón was prepared. Ahead of Trump’s inauguration, her team reviewed how the district had protected students during his first term and in what ways they could fortify their response. They developed a district-wide policy on how to act if ICE officers sought to enter their buildings. It involves a series of steps — including legal counsel’s verification of a valid warrant — before immigration agents would ever be allowed in. 

    “Without that, nobody, no one, is going to walk through my doors. Because my obligation is to keep every single one of my children safe,” said Negrón, who also shared the policy in a letter to parents. 

    Negrón led an effort to train all administrators in the protocol, and then those staff helped to train all 2,900 district employees — including custodians, cafeteria workers, teachers, security guards and secretaries.

    Some schools went even further, holding know-your-rights presentations for students and their families. “Things like a judicial versus administrative warrant — you know, I wish that no kid in New Haven needed to know that,” said Ben Scudder, a social studies teacher at High School in the Community. “But we live in a world where they do, and their families do, and so we’re gonna make sure that they get the training they need to do that.” 

    Related: Immigration enforcement is driving away early childhood educators 

    So far, ICE hasn’t tried to enter New Haven’s public schools. But outside of the classroom, arrests and family separations abound.

    In June, a mother and her two children — an 8-year-old boy and a 13-year-old girl, both U.S. citizens — were in their car going to school when vehicles on the street surrounded them and men in ski masks approached. The kids watched, crying, as the immigration agents handcuffed their mom and led her away. 

    Staff members at the Roberto Clemente Leadership Academy, which the kids attend, fundraised for gift cards to grocery stores and delivery services to help their two students. They wrote support letters for the mother’s immigration case, asking for her release. But around a month later, she was deported to Mexico. 

    Now, whenever the younger sibling sees someone in uniform at school — a security guard, a police officer — he asks them why they took his mom, said Adela Jorge, Clemente’s principal. 

    “He’s not able to understand what happened,” Jorge said. “All he knows is that his mother was taken.”

    Soon after that, two Wilbur Cross students were nabbed one after the other. First was an 18-year-old named Esdras, arrested at his summer job, shuffled to detention facilities around the country, and almost put on a removal flight to Guatemala. 

    After more than a month — with the help of advocacy groups, his attorney, the teachers union, government officials and school employees who came together during summer break — Esdras was released. When he returned to Wilbur Cross, he told staff members all he wanted was to be normal, a request they have tried to honor by quietly reintegrating him into classes.

    Then, shortly after the start of the new academic year, another student — the one whose guardian had called Muñoz in a panic — was detained.

    “At first I thought she was mad at me or something,” said 17-year-old Melany, recalling when her friend suddenly stopped responding to phone messages. “But when she didn’t come to school, it really scared me. And I asked the teachers, but they couldn’t tell me anything.”

    Her friend was eventually freed, too. But teachers and administrators say they’re fed up that their students keep being targeted and treated so poorly.  

    “They’re our kids, and they’re being detained in these cages. And the day before, they were eating pizza in our cafeteria,” said Matt Brown, the Wilbur Cross principal. 

    Rumors and fears at times disrupt learning. One day in mid-October, around 10:20 a.m., immigration agents in tactical gear were seemingly staging in a park near a New Haven area college, setting off concerns that students were their targets. But about twenty minutes later, the agents instead hit a car wash in Hamden, Connecticut, arresting its workers. 

    “I don’t know what rights they had in those moments. It didn’t seem like they had any. There were no rights there,” said Laurie Sweet, a state representative whose district includes Hamden. “I think the intention is to cause chaos and make people feel destabilized, and that definitely is what happened.”

    ICE took eight people into custody that day, some of them parents of school-aged children. Tabitha Sookdeo, executive director of Connecticut Students for a Dream, said her organization searched school records for the kids, trying to ensure they were okay. But no one could find them.

    “We just hope and pray to God that they were able to have someone to pick them up from school,” Sookdeo said. 

    Related: What’s happened since Texas killed in-state tuition for undocumented students

    Teachers say all of this has made immigrant students quieter, more reserved, more observant — and more hopeless. Kids who used to exchange greetings with their teachers in the halls now trudge around like the walking dead, or ask for passes to leave the classroom more often. 

    “I’ve seen a lot more sadness, and I’ve seen a lot more students who are good students skipping classes. And it’s for no reason except that they just, you know, they have too much going on emotionally to make them go to their classes,” said Fatima Nouchkioui, a teacher of English as a second language at Wilbur Cross’ International Academy. 

    Sookdeo has noticed a drop in students at her organization’s college access program, as they question why they would try to get a college degree when they don’t know whether they’ll be in the U.S. tomorrow.

    “You’re sitting next to them,” she said of the high schoolers she works with. “And they’re literally shaking.”

    Many of the kids already have a pile of pressures to navigate. In some cases, they are living in the country by themselves, balancing school with jobs that allow them to send money home to parents and siblings. Darwin, for example, came to the U.S., leaving behind his mom and three younger siblings, and lives in New Haven alone — all to give his family members who remain abroad a better life. 

    And then there’s always the next arrest, constantly looming. 

    “Do we anticipate having kids detained again?” said Brown. “I haven’t seen anything that would make me think we shouldn’t.” 

    Contact editor Caroline Preston at 212-870-8965, via Signal at CarolineP.83 or on email at [email protected].

    This story about fear of deportation was produced by The Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education. Sign up for the Hechinger newsletter.

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  • How a California district embraces student-centered counseling

    How a California district embraces student-centered counseling

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    Sustained, comprehensive investments in school counseling can greatly improve school climate and academic and behavioral outcomes — especially for students in historically underserved areas, according to a recently released study from the University of California, Los Angeles Center for the Transformation of Schools.

    The study focused on Livingston Union School District in California’s Central Valley, which serves a rural, predominantly Hispanic and socioeconomically challenged student population. Due to metrics such as below-state-average chronic absenteeism rates, LUSD has been recognized as a “bright spot” by the California Collaborative for Educational Excellence, AttendanceWorks, and the University of California, Davis.

    The four-school, transitional kindergarten to 8th grade district’s success is credited to its use of a student-centered, data-driven model based on an American School Counseling Association framework.

    Prior to the COVID-19 pandemic, the district had a 4.9% chronic absenteeism rate, which spiked to 18.3% in 2023 before falling to 14.2% in spring 2024, and a 1.9% suspension rate, which rose to 3.4% in 2022 before falling to 2.8% in 2023.

    Too often, the roles of school counselors have become “over-expanded” to the point where they can’t serve students as well as they could, said Adriana Jaramillo Castillo, research analyst at the UCLA center and lead researcher, who suggests that Livingston USD’s ASCA-based model is one that other districts should consider replicating. 

    Among the key facets are lowering the student-to-counselor ratio from above 400:1 — the national average — to more like 200:1 or 250:1, which is “more feasible and provides more personal interactions between counselors and students,” she said. “The model also nuances a lot of the roles of the counselor away from administrative tasks,” based on the ASCA’s recommendation that at least 80% of counselors’ time be spent in services provided to students.

    School counseling is not required by state law in California, but Livingston Union has been providing it since Alma Lopez, school counselor coordinator, was hired in 2006, Lopez said. 

    Counselors are “in the classroom leading instruction, in small groups in our office based on what our data says is needed, and with crisis counseling support as needed,” she said. “We have a pretty highly structured program.”

    The counseling department meets before the school year to plan its rounds, with counselors visiting each classroom six times per school year: twice to talk about academic achievement and the importance of attending school; twice to cover college and career readiness, sometimes with university partners; and twice to discuss social and emotional topics, Lopez said.

    “There’s a high emphasis on that mental health space, understanding that school counselors are part of the mental health team at schools along with psychologists and social workers,” she said. “It is preventative in nature, and proactive.”

    School counselors play a key role in both academics and student well-being, particularly in districts with disadvantaged demographics, Castillo said. 

    “That’s not to say this counseling model would not work in an urban or suburban educational setting,” she said. “Livingston Union was recognized as a bright spot because of all the good work they have been doing, and their expansive knowledge of using data-driven and evidence-based practices.”

    When Joseph Bishop co-founded the UCLA Center for the Transformation of Schools eight years ago and began surveying how need-based funding from the state is operationalized at the local level, Livingston Union kept coming to his attention. Bishop, the center’s executive director, believes stability in leadership of the district — starting with Superintendent Andres Zamora — as well as doubling down on the counseling program have led to the positive results.

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  • Cutting costs without cutting corners

    Cutting costs without cutting corners

    Key points:

    With the end of federal COVID-19 emergency funding and the inherent volatility of state income tax revenues, California school districts are in an era of financial uncertainty. Fortunately, Jurupa Unified School District is already several years into the process of finding ways to track and control expenses while still supporting teachers and staff so they can provide the best possible educational experience for our students. Here’s how we’re making staffing and payroll processes more efficient, starting with the perennially challenging extra duty.

    Getting a handle on extra duty

    In addition to our salaried staff, we have a number of part-time, hourly, and what we call “extra duty” assignments. Because a significant amount of our funding comes from grants, many of our assignments are temporary or one-time. We fill those positions with extra duty requests so we’re not committed to ongoing payroll obligations.

    For many years, those extra duty requests and time cards were on paper, which meant the payroll department was performing redundant work to enter the information in the payroll system. The request forms we used were also on paper, making it very difficult to track the actual time being used back to the request, so we could be sure that the hours being used were within the limitations of the request. We needed a better control mechanism that would help school sites stay within budget, as well as a more formal budget mechanism to encumber the department and site budgets to cover the extra duty requests.

    Budgeting can get very complicated because it’s cross-functional. It includes a position-control component, a payroll component, and a financial budgeting component. We needed a solution that could make all of those universes work together. The mission was either to find a system or build one. Our county office started a pilot program with our district to build a system, but ultimately decided against continuing with this effort due to the resources required to sustain such a system for 23 county districts. 

    Our district engaged in a competitive process and chose Helios Ed. Within six months, our team developed and launched a new system to address extra duty. Since then, we have saved more than $100,000 in staffing costs, time expenses, and budget overruns because of the stronger internal controls we now have in place.

    A more efficient (and satisfied) payroll department

    Eliminating redundant data entry and working with data instead of paper has allowed us to reduce staffing by two full-time equivalents–not through layoffs, but through attrition. And because they have a system that is handling data entry for them, our payroll department has more time to give quality to their work, and feel they are working at a level more aligned to their skills.

    Finding efficiencies in your district

    While Jurupa Unified has found efficiencies and savings in these specific areas, every school district is different. As many California district leaders like to say, we have 1,139 school districts –and just as many ways of doing things. With that in mind, there are some steps to the process of moving from paper to online systems (or using online systems more efficiently) that apply universally.

    1. Sit down and identify your objectives. What are the critical components that you must have? 
    2. Make the decision to make or buy. When COVID first hit, Jurupa Unified created its own invoice-routing system through SharePoint. We’ve also built an excursion request process in PowerApps that handles travel, conferences, and field trips. As our county office found out, though, when you’re bringing a number of functionalities together, it can make more sense to work with a vendor you trust.
    3. If you choose to buy software, be certain that it can do precisely what you need it to. If a vendor says they can develop a functionality along the way, ask to see the new feature before you buy.
    4. Be certain the vendor will be responsive. When it comes to a function such as payroll, you’re dealing with people’s livelihoods, and you need to know that if there’s something wrong with the system, or if you need help, that help is just a phone call away.

    Putting in a new payroll management system has made an enormous difference for our district, but it’s not the end of our cost-cutting process. We’re always looking at our different programs to see where we can cut back in ways that don’t impact the classroom. Ultimately, these changes are about ensuring that resources stay focused where they matter most. While budgets fluctuate and funding streams remain unpredictable, my team and I come to work every day because we believe in public education. I’m a product of public education myself, and I love waking up every day knowing that I can come back and support today’s students and teachers.

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  • Modernizing education communications for safety and simplicity

    Modernizing education communications for safety and simplicity

    Key points:

    Schools, colleges, and universities face growing challenges in keeping their communities informed, connected, and engaged. From classroom collaboration to campus-wide alerts, reliable communication is critical to creating positive learning environments and student experiences.

    Currently, many educational institutions are weighed down by outdated and disjointed communication systems that hinder learning, experience, and even safety. Educators need technology that is both flexible and responsive, and these systems are falling short.  

    The campus communication disconnect

    Many schools find themselves in a fragmented communication trap, juggling a complex tech stack with outdated systems. On its own, each tool might work well, but when different applications are used for texts, emails, virtual classrooms, and emergency alerts, each with separate logins and interface, communication can become disjointed.

    School district IT teams are notoriously spread thin, and having fragmented communication tools that requires their own training, trouble shooting, and management is burdensome. This also adds unnecessary complexity for the wider faculty that can easily lead to missed messages or alerts. When taking safety into account, hampered communications in times like severe weather or lockdown can have serious repercussions.

    Outside of safety and complexity, patchworked communication systems can weigh schools down financially. Many platforms come with their own hidden fees or inconsistent licensing costs across departments. Those seeking to upgrade might face a block if budgets don’t have room for the initial investment, even though it could lead to long-term savings. This has left many schools in the position of maintaining a web of outdated tools like on-site servers or phone lines where potential benefits are overshadowed by price and complications.

    Key benefits of unified communications

    Faculty, students, families, and communities must be connected for impactful learning. Effective connection requires simplified and streamlined information sharing, which can be achieved through unifying communications. Modern, unified communication systems bring together channels like alerts, email, phone, messaging, and virtual learning into one platform, making it easier for schools to stay informed and engaged.

    Driven by a need for reliability, security, and budget predictability, 62.5% of educational institutions are now moving to UCaaS platforms, according to a 2025 Metrigy study. In practice, these platforms can enable teachers to reach the school nurse, contact a parent, or join a virtual classroom–all without switching platforms. For administrators, these tools can provide ecosystem management through one simple dashboard, reaching from individual campuses to entire school districts.

    Today’s learning environment requires flexibility. Whether class is fully remote or in person, modernized communication ensures both staff and students maintain consistent access to learning. Modern tools are also simplified–they can exist on the cloud in one platform, decreasing the need for separate servers, phone systems, or emergency alert tools.

    Modernized communication isn’t just convenient, but functions to bolster safety and responsiveness. For example, if a safety threat is reported, in real time, a unified system can automatically alert first responders, prompt crisis notifications, and confirm message distribution. Outside of emergencies, in a more day-to-day function, administrators can benefit from smoother operations like automated attendance alerts and streamlined family communications. 

    Uplevel with AI

    AI has emerged as a valuable partner for school administrators who perpetually need to do more with less. Within unified communications systems, AI can identify overlooked patterns and inefficiencies, such as if parent engagement rates climbed when sending a text as opposed to a phone call.

    Faculty can use AI to automate more administrative tasks like summarizing meeting notes, routing calls, or translating messages for multilingual families. These tools can help staff focus more on hands-on teaching and human interactions. Collated over time, these learnings can aid in decision making around staffing, communication approach, and resource allocation.

    Where to start

    Modernizing communication requires alignment between faculty, IT departments, and leadership. Before selecting a solution, school leaders should work to identify pain points and align goals across departments to ensure any updates serve both operational and academic priorities.

    When evaluating a consolidated communication solution, it’s important to consider tools that fit the specific needs of your institution, offering both flexibility and scalability. These solutions should work to unify legacy systems where needed, instead of completely gutting them. For example, an effective solution for your school might have the ability to work with bell or hardware phone systems while modernizing the rest of your communication tools into a single platform to minimize disruption and protect previous investments.

    A complete overnight rework of current communication systems is intimidating, and frankly, unrealistic. Instead, start by evaluating where a few systems can be consolidated and then gradually expand. This could look like first integrating messaging and emergency alerts before looking to incorporate analytics and collaboration tools.

    A more connected future

    The current education landscape is intrinsically dynamic, hybrid, and interconnected. Learning now takes place across both physical and digital spaces, requiring students and educators to collaborate seamlessly across locations and time zones.

    As advanced technology like AI continues to integrate into schools and universities, those that modernize their communications now will ensure they are ready to meet current and future educational needs for more effective, seamless, and safe learning environments.

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  • Layoffs, Cuts and Closures Are Coming to LAUSD Schools As District Confronts Budget Shortfalls – The 74

    Layoffs, Cuts and Closures Are Coming to LAUSD Schools As District Confronts Budget Shortfalls – The 74


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    Budget cuts, staffing reductions and school consolidations are coming to Los Angeles Unified as the cash-strapped district works to balance its shrinking budget, a top school official said. 

    LAUSD’s chief financial officer in an interview last week said declining enrollments and the end of pandemic relief funds have forced the district to take cost-cutting measures.  

    Schools have already been notified of how much they will have to cut from their budgets. The cuts will go into effect starting in August. 

    LAUSD officials in June had predicted a $1.6 billion deficit for the 2027-28 school year. But an updated version of the budget approved by the board last week eliminates the deficit by using reserve funds plus cost-cutting measures over the next two years. 

    The planned cuts to school budgets will begin in the 2026-27 school year, with school consolidations and staffing reductions planned for the following school year, said LAUSD Chief Financial Officer Saman Bravo-Karimi. 

    “We have fewer students each year, and in LAUSD that’s been the case for over two decades,” Bravo-Karimi said. “That has a profound impact on our funding levels. Also, we had the expiration of those one-time COVID relief funds that were very substantial.”  

    The district recently contracted with the consulting firm Ernst and Young to create models for closing and consolidating schools. While school officials wouldn’t say which schools or how many would be closed, the district has clearly been shrinking. 

    Enrollment last year fell to 408,083, from a peak of 746,831 in 2002. Nearly half of the district’s zoned elementary schools are half-full or less, and 56 have seen rosters fall by 70% or more. 

    Bravo-Karimi said in the current school year the district will spend about $2 billion more than it took in from state, local and federal funding. The trend of overspending is expected to continue next year and the year after that, he said.

    The district’s board in June approved a three-year budget plan that included a $18.8-billion budget for the current school year. The plan delayed layoffs until next year, and funded higher spending in part by reducing a fund for retirees’ health benefits. 

    According to the plan approved this month, the district will save:  

    • $425 million by clawing back funds that went unused by schools each year 
    • $300 million by reducing staffing and budgets at central offices 
    • $299 million by cutting special funding for schools with high-needs students
    • $120 million by cutting unfilled school staffing positions
    • $30 million by consolidating schools  
    • $16 million by cutting student transportation 

    Bravo-Karimi said the district gets virtually all of its money through per-pupil funding from the state. Since enrollment in the district has fallen steadily for decades, and then sharply since the pandemic, funding is down significantly, he said.

    Most zoned L.A. elementary schools are almost half empty, and many are operating at less than 25% capacity. Thirty-four schools have fewer than 200 students enrolled; a dozen of those schools once had enrollment over 400.     

    The drops have prompted LAUSD leaders to talk about closing or combining schools, a controversial step that other big U.S. cities are already doing or considering. 

    Bravo-Karimi said the district would assess the needs of communities and the conditions at local schools before it makes any decisions about school closings or consolidations. 

    “That process needs to play out before any decisions are made about potential consolidation of school facilities,” he said.

    Bravo-Karimi said other factors, including ongoing negotiations with labor unions, and changes to state funding, will further impact the district’s budget in the coming months. 

    Marguerite Roza, director of the Edunomics Lab and Research Professor at Georgetown University’s McCourt School of Public Policy, said the cuts planned for LAUSD are “relatively mild” compared to overall size of the district’s budget and cuts being considered at other districts around California and the rest of the country. 

    “I don’t think the people in the schools are going to notice that there’s a shrinking of the central office or that they’re using reserves,” said Roza. “Unless you’re one of the people who loses their transportation or if you’re in one of the schools that gets closed.” 

    But, Roza said, many of the cuts taken by LAUSD can only be made once, and the district still faces profound changes as enrollments continue to fall and downsizing becomes more and more necessary. 

    “This really should be a signal to families,” said Roza of the planned cuts in the district’s latest budget. “After several years of really being flush with cash, this is not the financial position that LA Unified is going to be in moving forward.” 

    LAUSD Board Member Tanya Ortiz-Franklin, who represents LAUSD’s District Seven, which includes neighborhoods such as South L.A., Watts and San Pedro, said the district will work to shield kids from the impact of budget cuts. 

    But, Ortiz-Franklin said, the district hired permanent staffers with one-time COVID funding, and now some of those staffers will have to be let go. 

    Still, LA Unified has made strong gains since the pandemic, she said, and the district must work hard to preserve its upward trajectory despite financial headwinds. 

    “We would love to share good news, especially this time of year,” said Ortiz-Franklin. “But the reality is, it is really tough.” 

    School leaders across LAUSD received preliminary budgets for the next year over the last few weeks, said Ortiz-Franklin. Some schools in her district are facing cuts of up to 15%, forcing them to make tough decisions on which staffers to keep and who to let go. 

    Several hundred additional layoffs will be announced in February, she said, when the district makes another assessment of staffing needs. 

    “We don’t know the total number yet, and we don’t know which positions yet,” said Ortiz-Franklin.


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  • How Superior Public Schools united curriculum and data

    How Superior Public Schools united curriculum and data

    Key points:

    Creating consistency between classrooms and ensuring curriculum alignment school-wide can be challenging, even in the smallest of districts. Every educator teaches–and grades–differently based on their experience and preferences, and too often, they’re forced into a solution that no longer respects their autonomy or acknowledges their strengths.

    When Superior Public Schools (SPS), a district of 450 students in rural Nebraska, defined standards-referenced curriculum as a priority of our continuous improvement plan, bringing teachers in as partners on the transition was essential to our success. Through their support, strategic relationships with outside partners, and meaningful data and reporting, the pathway from curriculum design to classroom action was a smooth one for teachers, school leaders, and students alike.

    Facing the challenge of a new curriculum

    For years, teachers in SPS were working autonomously in the classroom. Without a district-wide curriculum in place, they used textbooks to guide their instruction and designed lesson plans around what they valued as important. In addition, grading was performed on a normative curve that compared a student’s performance against the performance of their peers rather than in relation to a mastery of content.

    As other educators have discovered, the traditional approach to teaching may be effective for some students, but is inequitable overall when preparing all students for their next step, whether moving on to more complex material or preparing for the grade ahead. Kids were falling through the cracks, and existing opportunity gaps only began to grow.

    SPS set out to help our students by instituting standards-referenced instruction at both the elementary and secondary levels, allowing us to better identify each child’s progress toward set learning standards and deliver immediate feedback and intervention services to keep them on the path toward success.

    Take it slow and start with collaboration

    From day one, school leaders understood the transition to the new curriculum needed to be intentional and collaborative. 

    Rather than demand immediate buy-in from teachers, administrators and the curriculum team dedicated the time to help them understand the value of a new learning process. Together, we took a deep dive into traditional education practices, identifying which set students up for success and which actually detoured their progress. Recognizing that everyone–teachers included–learns in different ways, administrators also provided educators with a wide range of resources, such as book studies, podcasts, and articles, to help them grow professionally.

    In addition, SPS partnered with the Curriculum Leadership Institute (CLI) to align curriculum, instruction, and assessment practices across all content areas, schools, and grade levels. On-site CLI coaches worked directly with teachers to interpret standards and incorporate their unique teaching styles into new instructional strategies, helping to ensure the new curriculum translated seamlessly into daily classroom practice.

    To bring standards-referenced curriculum to life with meaningful insights and reporting, SPS integrated the Otus platform into our Student Information System. By collecting and analyzing data in a concise manner, teachers could measure student performance against specific learning targets, determining if content needed to be re-taught to the whole class or if specific students required one-on-one guidance.

    With the support of our teachers, SPS was able to launch the new curriculum and assessment writing process district-wide, reaching students in pre-K through 12th grade. However, standards-reference grading was a slower process, starting with one subject area at a time at the elementary level. Teachers who were initially uncomfortable with the new grading system were able to see the benefits firsthand, allowing them to ease into the transition rather than jump in headfirst. 

    Empowering educators, inspiring students

    By uniting curriculum and data, SPS has set a stronger foundation of success for every student. Progress is no longer measured by compliance but by a true mastery of classroom concepts.

    Teachers have become intentional with their lesson plans, ensuring that classroom content is directly linked to the curriculum. The framework also gives them actionable insights to better identify the skills students have mastered and the content areas where they need extra support. Teachers can adjust instruction as needed, better communicate with parents on their students’ progress, and connect struggling students to intervention services.

    Principals also look at student progress from a building level, identifying commonalities across multiple grades. For instance, if different grade levels struggle with geometry concepts, we can revisit the curriculum to see where improvements should be made. Conversely, we can better determine if SPS needs to increase the rigor in one grade to better prepare students for the next grade level.

    While the road toward standards-referenced curriculum had its challenges, the destination was worth the journey for everyone at SPS. By the end of the 2024-2025 school year, 84 percent of K-5 students were at or above the 41st percentile in math, and 79 percent were at or above the 41st percentile in reading based on NWEA MAP results. In addition, teachers now have a complete picture of every student to track individual progress toward academic standards, and students receive the feedback, support, and insights that inspire them to become active participants in their learning.

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  • How AI can fix PD for teachers

    How AI can fix PD for teachers

    Key points:

    The PD problem we know too well: A flustered woman bursts into the room, late and disoriented. She’s carrying a shawl and a laptop she doesn’t know how to use. She refers to herself as a literacy expert named Linda, but within minutes she’s asking teachers to “dance for literacy,” assigning “elbow partners,” and insisting the district already has workbooks no one’s ever seen (awalmartparkinglott, 2025). It’s chaotic. It’s exaggerated. And it’s painfully familiar.

    This viral satire, originally posted on Instagram and TikTok, resonates with educators not because it’s absurd but because it mirrors the worst of professional development. Many teachers have experienced PD sessions that are disorganized, disconnected from practice, or delivered by outsiders who misunderstand the local context.

    The implementation gap

    Despite decades of research on what makes professional development effective–including a focus on content, active learning, and sustained support (Darling-Hammond et al., 2017; Joseph, 2024)–too many sessions remain generic, compliance-driven, or disconnected from day-to-day teaching realities. Instructional coaching is powerful but costly (Kraft et al., 2018), and while collaborative learning communities show promise, they are difficult to maintain over time.

    Often, the challenge is not the quality of the ideas but the systems needed to carry them forward. Leaders struggle to design relevant experiences that sustain momentum, and teachers return to classrooms without clear supports for application or follow-through. For all the time and money invested in PD, the implementation gap remains wide.

    The AI opportunity

    Artificial intelligence is not a replacement for thoughtful design or skilled facilitation, but it can strengthen how we plan, deliver, and sustain professional learning. From customizing agendas and differentiating materials to scaling coaching and mapping long-term growth, AI offers concrete ways to make PD more responsive and effective (Sahota, 2024; Adams & Middleton, 2024; Tan et al., 2025).

    The most promising applications do not attempt one-size-fits-all fixes, but instead address persistent challenges piece by piece, enabling educators to lead smarter and more strategically.

    Reducing clerical load of PD planning

    Before any PD session begins, there is a quiet mountain of invisible work: drafting the description, objectives, and agenda; building slide decks; designing handouts; creating flyers; aligning materials to standards; and managing time, space, and roles. For many school leaders, this clerical load consumes hours, leaving little room for designing rich learning experiences.

    AI-powered platforms can generate foundational materials in minutes. A simple prompt can produce a standards-aligned agenda, transform text into a slide deck, or create a branded flyer. Tools like Gamma and Canva streamline visual design, while bots such as the PD Workshop Planner or CK-12’s PD Session Designer tailor agendas to grade levels or instructional goals.

    By shifting these repetitive tasks to automation, leaders free more time for content design, strategic alignment, and participant engagement. AI does not just save time–it restores it, enabling leaders to focus on thoughtful, human-centered professional learning.

    Scaling coaching and sustained practice

    Instructional coaching is impactful but expensive and time-intensive, limiting access for many teachers. Too often, PD is delivered without meaningful follow-up, and sustained impact is rarely evident.

    AI can help extend the reach of coaching by aligning supports with district improvement plans, teacher and student data, or staff self-assessments. Subscription-based tools like Edthena’s AI Coach provide asynchronous, video-based feedback, allowing teachers to upload lesson recordings and receive targeted suggestions over time (Edthena, 2025). Project Café (Adams & Middleton, 2024) uses generative AI to analyze classroom videos and offer timely, data-driven feedback on instructional practices.

    AI-driven simulations, virtual classrooms, and annotated student work samples (Annenberg Institute, 2024) offer scalable opportunities for teachers to practice classroom management, refine feedback strategies, and calibrate rubrics. Custom AI-powered chatbots can facilitate virtual PLCs, connecting educators to co-plan and share ideas.

    A recent study introduced Novobo, an AI “mentee” that teachers train together using gestures and voice; by teaching the AI, teachers externalized and reflected on tacit skills, strengthening peer collaboration (Jiang et al., 2025). These innovations do not replace coaches but ensure continuous growth where traditional systems fall short.

    Supporting long-term professional growth

    Most professional development is episodic, lacking continuity, and failing to align with teachers’ evolving goals. Sahota (2024) likens AI to a GPS for professional growth, guiding educators to set long-term goals, identify skill gaps, and access learning opportunities aligned with aspirations.

    AI-powered PD systems can generate individualized learning maps and recommend courses tailored to specific roles or licensure pathways (O’Connell & Baule, 2025). Machine learning algorithms can analyze a teacher’s interests, prior coursework, and broader labor market trends to develop adaptive professional learning plans (Annenberg Institute, 2024).

    Yet goal setting is not enough; as Tan et al. (2025) note, many initiatives fail due to weak implementation. AI can close this gap by offering ongoing insights, personalized recommendations, and formative data that sustain growth well beyond the initial workshop.

    Making virtual PD more flexible and inclusive

    Virtual PD often mirrors traditional formats, forcing all participants into the same live sessions regardless of schedule, learning style, or language access.

    Generative AI tools allow leaders to convert live sessions into asynchronous modules that teachers can revisit anytime. Platforms like Otter.ai can transcribe meetings, generate summaries, and tag key takeaways, enabling absent participants to catch up and multilingual staff to access translated transcripts.

    AI can adapt materials for different reading levels, offer language translations, and customize pacing to fit individual schedules, ensuring PD is rigorous yet accessible.

    Improving feedback and evaluation

    Professional development is too often evaluated based on attendance or satisfaction surveys, with little attention to implementation or student outcomes. Many well-intentioned initiatives fail due to insufficient follow-through and weak support (Carney & Pizzuto, 2024).

    Guskey’s (2000) five levels of evaluation, from initial reaction to student impact, remain a powerful framework. AI enhances this approach by automating assessments, generating surveys, and analyzing responses to surface themes and gaps. In PLCs, AI can support educators with item analysis and student work review, offering insights that guide instructional adjustments and build evidence-informed PD systems.

    Getting started: Practical moves for school leaders

    School leaders can integrate AI by starting small: use PD Workshop Planner, Gamma, or Canva to streamline agenda design; make sessions more inclusive with Otter.ai; pilot AI coaching tools to extend feedback between sessions; and apply Guskey’s framework with AI analysis to strengthen implementation.

    These actions shift focus from clerical work to instructional impact.

    Ethical use, equity, and privacy considerations

    While AI offers promise, risks must be addressed. Financial and infrastructure disparities can widen the digital divide, leaving under-resourced schools unable to access these tools (Center on Reinventing Public Education, 2024).

    Issues of data privacy and ethical use are critical: who owns performance data, how it is stored, and how it is used for decision-making must be clear. Language translation and AI-generated feedback require caution, as cultural nuance and professional judgment cannot be replicated by algorithms.

    Over-reliance on automation risks diminishing teacher agency and relational aspects of growth. Responsible AI integration demands transparency, equitable access, and safeguards that protect educators and communities.

    Conclusion: Smarter PD is within reach

    Teachers deserve professional learning that respects their time, builds on their expertise, and leads to lasting instructional improvement. By addressing design and implementation challenges that have plagued PD for decades, AI provides a pathway to better, not just different, professional learning.

    Leaders need not overhaul systems overnight; piloting small, strategic AI applications can signal a shift toward valuing time, relevance, and real implementation. Smarter, more human-centered PD is within reach if we build it intentionally and ethically.

    References

    Adams, D., & Middleton, A. (2024, May 7). AI tool shows teachers what they do in the classroom—and how to do it better. The 74. https://www.the74million.org/article/opinion-ai-tool-shows-teachers-what-they-do-in-the-classroom-and-how-to-do-it-better

    Annenberg Institute. (2024). AI in professional learning: Navigating opportunities and challenges for educators. Brown University. https://annenberg.brown.edu/sites/default/files/AI%20in%20Professional%20Learning.pdf

    awalmartparkinglott. (2025, August 5). The PD presenter that makes 4x your salary [Video]. Instagram. https://www.instagram.com/reel/DMGrbUsPbnO/

    Carney, S., & Pizzuto, D. (2024). Implement with IMPACT: A framework for making your PD stick. Learning Forward Publishing.

    Center on Reinventing Public Education. (2024, June 12). AI is coming to U.S. classrooms, but who will benefit? https://crpe.org/ai-is-coming-to-u-s-classrooms-but-who-will-benefit/

    Darling-Hammond, L., Hyler, M. E., & Gardner, M. (2017). Effective teacher professional development. Learning Policy Institute. https://learningpolicyinstitute.org/sites/default/files/product-files/Effective_Teacher_Professional_Development_REPORT.pdf

    Edthena. (2025). AI Coach for teachers. https://www.edthena.com/ai-coach-for-teachers/

    Guskey, T. R. (2000). Evaluating professional development. Corwin Press.

    Jiang, J., Huang, K., Martinez-Maldonado, R., Zeng, H., Gong, D., & An, P. (2025, May 29). Novobo: Supporting teachers’ peer learning of instructional gestures by teaching a mentee AI-agent together [Preprint]. arXiv. https://arxiv.org/abs/2505.17557

    Joseph, B. (2024, October). It takes a village to design the best professional development. Education Week. https://www.edweek.org/leadership/opinion-it-takes-a-village-to-design-the-best-professional-development/2024/10

    Kraft, M. A., Blazar, D., & Hogan, D. (2018). The effect of teacher coaching on instruction and achievement: A meta-analysis of the causal evidence. Review of Educational Research, 88(4), 547–588. https://doi.org/10.3102/0034654318759268

    O’Connell, J., & Baule, S. (2025, January 17). Harnessing generative AI to revolutionize educator growth. eSchool News. https://www.eschoolnews.com/digital-learning/2025/01/17/generative-ai-teacher-professional-development/

    Sahota, N. (2024, July 25). AI energizes your career path & charts your professional growth plan. Forbes. https://www.forbes.com/sites/neilsahota/2024/07/25/ai-energizes-your-career-path–charts-your-professional-growth-plan/

    Tan, X., Cheng, G., & Ling, M. H. (2025). Artificial intelligence in teaching and teacher professional development: A systematic review. Computers and Education: Artificial Intelligence, 8, 100355. https://doi.org/10.1016/j.caeai.2024.100355

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  • From fragmented to family-first: Our district’s communication reboot

    From fragmented to family-first: Our district’s communication reboot

    Key points:

    In Greenwood 50, our story began with a challenge shared by many districts: too many tools, not enough connection. With more than 8,000 students across 15 schools, our family engagement efforts felt more fractured than unified.

    Each school–and often each classroom–had its own way of communicating. Some used social media, others sent home printed newsletters. Many teachers used a host of apps on their own, often with great results. But without a common system, we couldn’t guarantee that every family, especially those with multiple kids or multilingual needs, felt fully informed and included.

    What we needed wasn’t more effort. It was alignment. So, we started with a simple idea: build on what was already working.

    Starting with teacher momentum

    When we looked closer, we found something powerful: Six of our eight elementary schools had already adopted ClassDojo–without being asked. Teachers liked its ease of use. Families liked the mobile experience and automatic translation. And everyone appreciated that it made communication feel more human.

    Rather than rolling out something new, we decided to meet that momentum with support. As district leaders, we partnered across departments to unify all 15 schools using ClassDojo for Districts. Our goal was clear: one platform, one message, every family engaged.

    We knew that trust isn’t built through mandates. It’s built through listening. So, our rollout respected the work our teachers were already doing well. Instead of creating a top-down plan, we focused on making it easier for schools to connect–and for families to stay informed.

    From tech challenge to time saved

    One of the first things we did was connect our student information system directly to the platform. That meant class rosters synced automatically. Teachers didn’t need to manually invite families or set things up from scratch.

    For school leaders, this was a game-changer. As a former principal, I (Debbie) remember the long hours spent setting up communication tools each year. Now, it just happens. Teachers log in, their classes are ready, and families are connected from day one.

    This consistency has helped every school level up its communication. From classroom stories to urgent messages, everything happens in one place. And when families know where to look, they’re more likely to stay engaged.

    Reaching more families, building stronger partnerships

    Before our rollout, some schools reached just 60 percent of families. Today, many are well over 90 percent. My school (Anna) has reached 96 percent–and the difference shows. Families aren’t just receiving updates. They’re reading, replying, and showing up.

    Because the communications platform includes real-time translation, our multilingual families feel more included. We’ve had smoother parent conferences, better attendance at events, and more everyday connection. When a family can read a teacher’s message in their home language–and write back–that builds a sense of partnership.

    As a principal, I use our school’s page to post reminders, spotlight students, and share what’s happening in related arts, music, and physical education. It’s become our school’s storytelling platform. Families appreciate it–and they respond.

    Respecting time, creating alignment

    The platform’s built-in features have also helped us be more thoughtful. Teachers can schedule messages, avoiding late-night pings. District and school leaders can coordinate messaging so that what families receive feels seamless.

    This visibility has been key. Our communications team can see what’s being shared, school teams can collaborate, and everyone is rowing in the same direction. It’s not about controlling the message–it’s about creating clarity.

    Lessons for other districts

    If we’ve learned one thing, it’s this: Start with what’s working. Our most important decision wasn’t what tool to use–it was listening to our teachers and supporting the systems they were already finding success with.

    This wasn’t just a platform change. It was a mindset shift. We didn’t need to convince them to use something new. We just needed to remove barriers, support their efforts, and make it easier to connect with families districtwide.

    That shift–from fragmented to unified, from siloed to shared–has made all the difference in reaching new levels of accessibility and engagement.

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  • Scaling structured literacy with implementation science

    Scaling structured literacy with implementation science

    When districts adopt evidence-based practices like Structured Literacy, it’s often with a surge of excitement and momentum. Yet the real challenge lies not in the initial adoption, but in sustaining and scaling these practices to create lasting instructional change. That’s the point at which implementation science enters the picture. It offers a practical, research-backed framework to help district leaders move from one-time initiatives to systemwide transformation.

    Defining the “how” of implementation

    Implementation science is the study of methods and strategies that support the systematic uptake of evidence-based practices. In the context of literacy, it provides a roadmap for translating the science of reading, based on decades of cognitive research, into day-to-day instructional routines.

    Without this roadmap, even the most well-intentioned literacy reforms struggle to take root. Strong ideas alone are not enough; educators need clear structures, ongoing support, and the ability to adapt while maintaining fidelity to the research. Implementation science brings order to change management and helps schools move from isolated professional learning sessions to sustainable, embedded practices.

    Common missteps and how to avoid them

    One of the most common misconceptions among school systems is that simply purchasing high-quality instructional materials or delivering gold-standard professional learning, like Lexia LETRS, is enough. While these are essential components, they’re only part of the equation. What’s often missing is a focus on aligned leadership, strategic coaching, data-informed decisions, and systemwide coordination.

    Another frequent misstep is viewing Structured Literacy as a rigid, one-size-fits-all approach. In reality, it is a set of adaptable practices rooted in the foundational elements of reading: Phonemic awareness, phonics, fluency, vocabulary, and comprehension. Effective implementation requires both structure and flexibility, guided by tools like the Active Implementation Formula or NIRN’s Hexagon Tool.

    District leaders must also rethink their approach to leadership. Instructional change doesn’t happen in a vacuum or stay confined to the classroom. Leaders at every level–from building principals to regional directors–need to be equipped not just as managers, but as implementation champions.

    Overcoming initiative fatigue

    Initiative fatigue is real. Educators are weary of the pendulum swings that often characterize educational reform. What’s new today may feel like a rebranded version of yesterday’s trend. Implementation science helps mitigate this fatigue by building clear, supportive structures that promote consistency over time.

    Fragmented professional learning is another barrier. Educators need more than one-off workshops–they need coherent, job-embedded coaching and opportunities to reflect, revise, and grow. Coaching plays a pivotal role here. It serves as the bridge between theory and practice, offering modeling, feedback, and emotional support that help educators build confidence and capacity.

    Building sustainable systems

    Sustainability starts with readiness. Before launching a Structured Literacy initiative, district leaders should assess their systems. Do they have the right people, processes, and tools in place? Have they clearly defined roles and responsibilities for everyone involved, from classroom teachers to district office staff?

    Implementation teams are essential. These cross-functional groups help drive the work forward, break down silos, and ensure alignment across departments. Successful districts also make implementation part of their onboarding process, so new staff are immersed in the district’s instructional vision from day one.

    Flexibility is important, too. No two schools or communities are the same. A rural elementary school might need different pacing or grouping strategies than a large urban middle school. Implementation science supports this kind of contextual adaptation without compromising core instructional principles.

    Measuring progress beyond test scores

    While student outcomes are the ultimate goal, they’re not the only metric that matters. Districts should also track implementation fidelity, educator engagement, and coaching effectiveness. Are teachers confident in delivering instruction? Are they seeing shifts in their students’ engagement and performance? Are systems in place to sustain these changes even when staff turnover occurs?

    Dashboards, coaching logs, survey tools, and walkthroughs can all help paint a clearer picture. These tools also help identify bottlenecks and areas in need of adjustment, fostering a culture of continuous improvement.

    Equity at the center

    Implementation science also ensures that Structured Literacy practices are delivered equitably. This means all students, regardless of language, ability, or zip code, receive high-quality, evidence-based instruction.

    For multilingual learners, this includes embedding explicit vocabulary instruction, oral language development, and culturally responsive scaffolding. For students with disabilities, Structured Literacy provides a clear and accessible pathway that often improves outcomes significantly. The key is to start with universal design principles and build from there, customizing without compromising.

    The role of leadership

    Finally, none of this is possible without strong leadership. Implementation must be treated as a leadership competency, not a technical task to be delegated. Leaders must shield initiatives from political noise, articulate a long-term vision, and foster psychological safety so that staff can try, fail, learn, and grow.

    As we’ve seen in states like Mississippi and South Carolina, real gains come from enduring efforts, not quick fixes. Implementation science helps district leaders make that shift–from momentum to endurance, from isolated success to systemic change.

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  • How a small Oregon district turns data into action

    How a small Oregon district turns data into action

    This audio is auto-generated. Please let us know if you have feedback.

    Lessons In Leadership is an ongoing series in which K-12 principals and superintendents share their best practices as well as challenges overcome. For more installments, click here.

    Umatilla School District — a 1,500-student school system in eastern Oregon with a 72% Latino student population, 54% English learners and a 45% student poverty rate —  is setting the standard for effective, streamlined data management.

    As an educator in the district since 2000 and superintendent since 2007, Superintendent Heidi Sipe has seen Umatilla’s data systems evolve from pivot tables and spreadsheets to a mix of digital platforms tracking myriad data points for each student.

    This is a headshot of Heidi Sipe, superintendent of Umatilla School District in Umatilla, Ore.

    Heidi Sipe

    Permission granted by Heidi Sipe

     

    Part of the key, she says, is ensuring that there’s a common platform that consolidates student data points from other tools being used. This allows educators to look for trends and actionable data so they can identify students who may be at risk or need intervention plans, Sipe said.

    “We can check the efficacy of those supports and see if we need to make an adjustment or if we need to keep that going for that student to ensure their success,” Sipe told K-12 Dive.

    We recently caught up with Sipe to learn more about how the district uses that data to organize interventions, manages data anxiety, and helps parents understand the numbers.

    Editor’s Note: The following interview has been edited for brevity and clarity.

    K-12 DIVE: For many people, the idea of using data and processing data can be kind of daunting. When you’re introducing any sort of data tool to educators or school leaders or even parents, how do you get them comfortable with the idea of working with that data if they have any sort of anxiety about it or are overwhelmed?

    HEDI SIPE: I think part of the overwhelm is it’s kind of “Data, data everywhere, and not a drop to use.”

    The data points we’re using every month in our data team meetings are attendance — we track historical and last 30 days — and we also track disciplinary incidents, whether it be referrals or in-school suspension, out-of-school suspension, detentions.

    We also track grades in students’ core classes, as well as overall GPA and course pass rate. And then we track our MAP data in English reading, Spanish reading, mathematics, and English language usage. We track DIBELS at the elementary level — K-3 — for progress monitoring of students in their literacy development. We use a dyslexia screener through DIBELS, and then we also have some of our intervention programs that again are supplying more data.

    So when we have all of those various pieces at play, it can be really hard for a teacher to go platform to platform to platform to check the status of a student. But when all of that’s consolidated into one place, it goes from a situation of overwhelm to a quick snapshot based off of all those various pieces, which helps us make better-informed decisions for students.

    Let’s say you’re the classroom educator or the school principal, and you see in your data tools that a student is chronically absent or disengaged or their test scores are slipping, what are the first steps that you then take to put that data into action and figure out how to help that student?

    SIPE: We have a color-coded intervention list. So, anything that’s green, a teacher team can assign a student without any admin approval. If they’ve tried at least a few green interventions and they have monitored those for at least a couple of months, then they can move up and assign an orange level intervention, again without any admin approval.

    If that’s not working, they can assign a red intervention, and that would require admin approval. And then we also have various interventions where the admin can add it, and those are gray in our category. That’s things like an attendance letter to parents, a home visit an admin has done, etc., so the staff knows, “OK, here’s what the admin’s already doing for the student.”

    There may be nursing services and things like that which are happening, and they can also refer students for those types of things. If they notice a student is, perhaps, chronically absent, but it’s a student who keeps having ear infections or earaches, we have a partnership with a local doctor. If the parents are participating in that partnership, we can actually run the student to the doctor during school hours, with the parents’ permission, and make sure the kids are getting to those appointments and that we’re able to work with parents as partners in supporting that student and getting the medical attention they need so they can stay in school.

    Those types of partnerships happen because we can see that data. Those types of partnerships happen because families and teachers know these are the interventions available, and they can either request them from us or we can assign them. That’s really a helpful tool.

    It’s also really empowering to staff to be able to make those decisions. They’re working with the kids every day. They know what’s up.

    When staff — whether it’s school and district leaders or the classroom educators — are working with parents to help them make sense of their children’s data, what are some of the most effective ways they can help them do that?

    SIPE: So, my children are grown now. However, when they were younger, whatever they were experiencing seemed normal to me at the time, and wherever they were at seemed normal to me, because I wasn’t in any way comparing them to another child.

    But it’s another thing to realize, “Oh, goodness. My child’s really behind in this,” because they can see that comparative data.

    That helped me get more onboard when one of my children needed some interventions. And then it was very helpful for me to see those interventions work and see that child really take off as a really strong reader after those interventions. The teachers were able to show me, “Hang on, this is different than peers,” and then, “Here’s what we’re going to do about it.”

    That really helped me build trust in the teachers who were supporting my child.

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