ROCHESTER, N.Y., June 18, 2025 — The Foundation for Individual Rights and Expression is urging the University of Rochester to reinstate an Eastman School of Music student who was expelled after blowing the whistle on a professor who sexually harassed her.
The case lays bare a university system that moved quickly to protect itself at the expense of a student’s right to voice criticisms — even though an internal investigation found the professor responsible for violating the harassment policy.
“There was no due process or hearing,” the student, Rebecca Bryant Novak, said. “The university’s administrators were more concerned about protecting the faculty than adhering to their own rules and addressing bad behavior. They basically tried to destroy my career beyond all comprehension.”
Shortly into her first semester as a Ph.D. student in fall 2023, Bryant Novak complained about abusive behavior by a professor who she said would scream at students and make lewd, sexist comments.
After a yearlong investigation, a panel of faculty and administrators agreed that the professor had indeed violated Rochester’s harassment policy and that Eastman’s Title IX coordinator had grossly mishandled her complaint.
Despite all this, Eastman allowed the same school authorities to retain oversight of Bryant Novak’s academic trajectory — with one official telling her that the school restricted her performance times because of her complaint against the professor.
When Bryant Novak complained, Eastman did nothing. As a result of the alleged retaliation, Rochester opened a second investigation into Eastman’s mishandling of the situation in December 2024, and Bryant Novak publicly disclosed the university’s new investigation in a Substack article on Feb. 10.
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Two weeks later, Eastman abruptly expelled Bryant Novak, citing a failure to make academic progress. In doing so, the school ignored its written policy that calls for students to be given ample notice if they are in danger of falling short of academic standards.
“Rebecca’s expulsion smacks of retaliation for speech that is explicitly protected by the university’s policy,” FIRE Program Counsel Jessie Appleby said. “This is a profound violation of her free speech rights and sends a chilling message to every student at Eastman.”
FIRE is calling on university President Sarah C. Mangelsdorf to immediately reinstate Bryant Novak and ensure that she is able to complete her doctorate under the oversight of Eastman faculty and officials who are not already subject to investigation for misconduct in her case.
“I hope that by taking a stand here, I can help force Rochester to extend the kinds of protections to other students that were denied to me,” Bryant Novak said.
The Foundation for Individual Rights and Expression (FIRE) is a nonpartisan, nonprofit organization dedicated to defending and sustaining the individual rights of all Americans to free speech and free thought — the most essential qualities of liberty. FIRE educates Americans about the importance of these inalienable rights, promotes a culture of respect for these rights, and provides the means to preserve them.
CONTACT:
Karl de Vries, Director of Media Relations, FIRE: 215-717-3473; [email protected]
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California’s schools and colleges receive billions in federal funding each year — money that President Donald Trump is threatening to terminate over the actions of one student. AB Hernandez, a junior from Jurupa Valley High School, is transgender, and on May 31 she won first- and second-place medals at the state track and field championship.
“A Biological Male competed in California Girls State Finals, WINNING BIG, despite the fact that they were warned by me not to do so,” Trump said in a social media post last week. “As Governor Gavin Newscum (sic) fully understands, large scale fines will be imposed!!!”
Despite this post and a similar threat a few days earlier to withhold “large-scale” federal funding from California, Trump lacks the authority to change the state’s policy toward transgender athletes without an act of Congress or a decision by the U.S. Supreme Court. And recent court cases suggest that Trump also may have a hard time withholding money from California.
California state law explicitly allows transgender students in its K-12 school districts to compete on the team that matches their preferred gender, but the Trump administration has issued multiple directives that restrict access to girls’ sports, including a letter last week from the U.S. Department of Justice telling high schools to change their policies.
On Monday, California Attorney General Rob Bonta sued the Justice Department over its letter, saying it had “no right to make such a demand.”
“Let’s be clear: sending a letter does not change the law,” said State Superintendent of Public Instruction Tony Thurmond in a statement to school districts. “The DOJ’s letter to school districts does not announce any new federal law, and state law on this issue has remained unchanged since 2013.” On Monday, Thurmond sent his own letter to the Trump administration, refuting its legal argument.
California receives over $2 billion each year for its low-income Title I schools, as well as over $1 billion for special education. At the college level, students receive billions in federal financial aid and federal loans. Even if Trump lacks the legal authority to change state law, he could still try to withhold funding from California, just like he tried with Maine. In February, Trump asked Maine Gov. Janet Mills if her state was going to comply with a presidential executive order — which is not a law — that directed schools to bar transgender girls from certain sports. Mills said she’d comply with “state and federal laws,” effectively rebuking the president.
The Trump administration has since tried to withhold funding from Maine, but legal challenges have prevented it.
The NCAA vs. California state law
Trump made banning transgender youth athletes a centerpiece of his 2024 presidential campaign, and it’s remained a focal point for his administration this year. Nationally, Americans increasingly support restrictions on transgender athletes, according to surveys from the Pew Research Center. Gov. Gavin Newsom, who last year signed legislation supporting trans students, spoke out against transgender athletes in a podcast this March, saying it was “deeply unfair” to allow transgender girls to compete in girls’ sports.
Female athletes with higher levels of testosterone or with masculine characteristics have long faced scrutiny, biological testing and disqualification. Debates about who gets to participate in girls’ or women’s sports predate the Trump administration — and Newsom — and policies vary depending on the athletic institution.
In 2004, the International Olympic Committee officially allowed transgender athletes to compete in the sport that aligned with their gender identity, as long as the athlete had sex reassignment surgery, only to change that policy in 2015 and require hormone testing. In 2021, the committee changed the policy again, creating more inclusive guidelines but giving local athletic federations the power to create their own eligibility criteria.
Across California, youth leagues, private sports leagues and other independent athletic associations all have their own policies. Some allow transgender women and men to participate; some restrict who can compete. Some require “confirmation” of a participant’s gender, such as a government ID or statements from health care professionals, while other associations take the athletes at their word.
California’s colleges and universities are not allowed to discriminate against transgender students but state law doesn’t provide any guidance beyond that. After the presidential executive order in February, the National Collegiate Athletic Association (NCAA), which independently regulates college sports, changed its rules, prohibiting transgender women from competing and putting colleges in a bind. Roughly 60 California universities are part of the NCAA, including almost all of the UC and many Cal State campuses. Community colleges, which represent the bulk of the state’s undergraduates, are not part of the NCAA.
“There’s a strong argument (the NCAA rules) could violate state law and federal equal protection,” said Elana Redfield, the federal policy director at UCLA’s Williams Institute, which studies LGBTQ+ issues.
Amy Bentley-Smith, a spokesperson for the California State University system, declined to comment about how the NCAA policy conflicts with state and federal regulations. She said the Cal State campuses abide by the NCAA rules — preventing transgender athletes from competing — while still following state and federal non-discrimination laws regarding trans students.
Stett Holbrook, a spokesperson for the University of California system, said the UC does not have a system-wide policy for transgender athletes. He did not respond to questions about whether the campuses abide by NCAA rules.
Unlike the NCAA, the California Community College Athletic Association allows transgender athletes to compete. A spokesperson for the association, Mike Robles, said he’s aware of the NCAA rules and the Trump administration’s priorities but he did not say whether the association will modify its own policy.
The U.S. Constitution is silent on trans students
In February, just days after the president’s inauguration and the executive order regarding transgender athletes, the U.S. Department of Education launched an investigation into San Jose State after a women’s volleyball player outed her teammate as transgender. The education department has yet to provide an update on that investigation.
With the Trump administration’s focus now on CA K-12 school districts, the legal debate has intensified. In its letter to the state’s public schools last week, Assistant U.S. Attorney General Harmeet Dhillon said allowing transgender girls to compete in girls’ sports is “in violation” of the Equal Protection Clause of the U.S. Constitution and asked schools to change their policies.
But the U.S. Constitution doesn’t say anything about transgender athletes, at least not explicitly.
Instead, Dhillon is offering an interpretation of the Constitution, “which doesn’t carry the full force of law,” Redfield said. The laws that do govern transgender athletes, such Title IX, aren’t clear about what schools should do, and the U.S. Supreme Court — the entity with the power to interpret federal law and the Constitution — has yet to decide on the matter.
That said, many lower level judges have already weighed in on whether the Constitution or Title IX law protects transgender students or athletes.“The preponderance of cases are in favor of trans plaintiffs,” Redfield said. “The federal government is contradicting some pretty strong important precedent when they’re making these statements.”
After Trump’s comments about AB Hernandez, the nonprofit entity that regulates high school sports, the California Interscholastic Federation, changed its policy, slightly. For the state’s track and field championship, the federation said it would implement a new process, whereby AB Hernandez would share her award with any “biological female” that she beat. All “biological female” athletes below Hernandez would also move up in ranking.
On May 31, Hernandez shared the first-place podium twice and the second-place podium once, each time with her competitors smiling supportively, the San Francisco Chronicle reported.
A spokesperson for the governor, Izzy Gardon, said that approach is a “reasonable, respectful way to navigate a complex issue without compromising competitive fairness.”
Our charter school, Westbrook Academy, has been serving middle and high school students in the South Los Angeles area for the past six years and stands as a beacon of opportunity for our community. With a student body comprising nearly 99 percent Black and Latinx individuals hailing from historically under-resourced communities, we confront the realities of poverty and the accompanying insecurities head-on.
Despite the odds, our 400 students consistently demonstrate remarkable resilience and a profound capacity for excellence. Our institution is supported by generous donors and funding sources. Operated and managed by the education nonprofit LA Promise Fund, which provides students with academic and enrichment opportunities that support our mission to spark passion, empower leadership, and prepare them for their chosen college and career paths.
At one point, our high school students were learning in a church because we didn’t have a traditional classroom set-up. We also lacked the equipment that a traditional high school might have. This changed when we moved into our forever home in South Gate, where an on-campus Empowerment Center serves as a modern, welcoming “student hub.”
Designed and outfitted by MiEN and Meteor Education, the Empowerment Center is where kids go to hang out, collaborate, and/or participate in school club activities. The hub is also set up with two wellness rooms where students can go to debrief and disconnect from a long day or just the stresses of being a student. It’s there for the students’ use.
Here are the steps we took to create a space that consistently makes jaws drop and impresses parents who never thought their children would have access to such a warm, welcoming communal space on campus:
Add some flexibility into the process. Our original goal was to open the Empowerment Center’s doors in time for the 2023-24 school year, but getting it done the right way would require a bit more time. Our partners were willing to listen to us in terms of what we wanted to create, but within the realistic timelines. That was really cool.
Acknowledge the financial limitations. We largely relied on fundraising for this project and knew that some things just weren’t going to be realistic. To other schools in similar situations, I’d recommend staying flexible enough to hit the timelines and get all of the bases covered while keeping student needs in mind. We can have all the bells and whistles, but at the end of the day, if the car runs, the car runs. We know we can always add a new paint job later.
Get the right partners onboard early. As we went through the steps of designing the Empowerment Center, we learned a lot about architecture, planning, and construction. Through it all, having the right partners in its corner helped the school achieve its goals within budget and on time. It was really great to have our design and furniture partners sharing their best practices and other insights with us. We knew what we wanted to do, and a lot of the ideas came from our families and students. We just needed them to show us how we could get those ideas as close to reality as possible.
Make it personal. Special features we wanted in our Empowerment Center included a huge, interactive flatscreen TV that students, teachers, and guest speakers use to interact and work together. There’s also a large selection of donated books, the latest technology tools, and artwork that was personally selected by an art curation team. They were able to secure artists from the LA community to create and share visuals that our students are really familiar with. For example, some of the artwork spotlights female empowerment (i.e., with photos of authors like Octavia Butler) and the importance of acknowledging indigenous people. Everything in the hub is meant to spark curiosity.
Brace yourself for some jaw-dropping moments. At our ribbon-cutting ceremony last year, our parents’ jaws were on the floor. They just never thought these resources would be available to their kids. A lot of them grew with us being in the church and a co-located space, and then we asked them to trust us to deliver on our promise, and now we’re able to show that as the reward for supporting us. We feel really proud that our parents were just over the moon about it.
Hitting it out of the park
Reflecting on the process we put in place to get our modern student hub designed, built, and open for business, I can say that the end result is an engaging, collaborative space that can be used for hanging out, structured learning, or a little of both. I think we really hit the ball out of the park with this innovative space.
Student, teacher, and family feedback on the Empowerment Center has been extremely positive. Everyone loves it, and students are always excited to come and spend time in the modern, comfortable space that’s equipped with the technology and tools they need to be able to learn and engage.
Jade Stevens, LA Promise Fund and Westbrook Academy
Jade Stevens is the senior director of communications for the LA Promise Fund and Westbrook Academy in Los Angeles, CA.
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In 2020 and 2021, the COVID pandemic exposed weaknesses in the United States’ supply chain for key items in American households.
The Biden administration spent millions of dollars through the U.S. Department of Agriculture on new programs that helped farmers sell their produce to local schools, create produce boxes for households and provide more direct food access to their communities.
The Local Food Purchase Assistance (LFPA) and Local Food for Schools (LFS) programs provided incentives for schools and community organizations to buy food from local farmers. They allowed states to create contracts with farmers so schools could purchase their foods and gave farmers the promise of a guaranteed sale when harvest time arrived.
Now, with rocky trade partnerships and tariffs looming, President Donald Trump’s administration has slashed the remaining money for the programs, leaving farmers across the country heading into their growing season unsure who will buy their produce.
“We really figured out how to get local farm product into community spaces under LFS and LFPA,” said Thomas Smith, the chief business officer at the Kansas City Food Hub, a cooperative of farmers near the Kansas City area. “We were making our whole organization around meeting those new needs, because we believe in the government’s promise that they believe in local food.”
The Trump administration canceled about $660 million in funding for the programs that was to be paid out over the next few years. Through the programs so far, USDA has paid out more than $900 million to states and other recipients.
KC Food Hub took on the challenge of helping farmers, school districts and the Missouri Department of Elementary and Secondary Education work together to streamline the processes under the Biden-era programs. It was almost an instant success.
In 2024, the cooperative brokered more than $500,000 in sales for small farmers in the Kansas City region — more than the group had seen in its first five years of operation.
KC Food Hub hoped that the new partnerships would continue putting money back into farmers’ pockets and was aiming for over $1 million in sales for the farmers they represent. Now, they’re huddling with school districts across Kansas and Missouri to try and keep some of the contracts alive in the absence of the federal money.
How purchasing agreements relieve stress for small farmers
The local food programs were an extra pillar of support for small farmers across the country.
USDA data show that since 1980, the number of farms across the U.S. has decreased from about 2.5 million to 1.88 million in 2024. Part of that struggle, Smith said, is like many small-business owners, farmers are forced to take on many different roles.
“What they really want to be doing is farming, knowing their soil, knowing their land,” Smith said. “But because there is no distributor like the Food Hub in most communities, they have to be business people, too. They have to be in the board meetings, meetings with school administrators. And that just puts so much stress onto the food system.”
Over the years, as small farms have dwindled and larger operations have consolidated agricultural production in the United States, the middle market and distributors like the Food Hub have phased out.
When it comes to large-scale distributors, there are plenty of places a farmer could turn to sell their products. But the return for that farmer when selling to a large distributor is much lower.
“You get pennies on the dollar,” Smith said. “No respect to your work, no respect for your worth.”
There are other USDA programs that dedicate money to states through their nutrition assistance programs and set aside funds for seniors and low-income families to buy produce from local farmers.
Studies show ripple effects through local economies when higher quantities of local food are purchased. A 2010 study found that for every dollar spent on local food products, there is between 32 cents and 90 cents in additional local economic activity.
For Mike Pearl, a legacy farmer in Parkville, the programs pushed him to expand faster than he’d planned. Now, without the guarantee of those contracts, he’s scaling back his production plan for the year.
“If you think about it, it was an early game changer,” Pearl said. “We were able to, for the first
time … grow on a contracted basis for a fair price for the farmer, in a way that we never would have been able to do before.”
That encouraged Pearl to increase production and begin making upgrades before he felt completely ready to do so, he told The Beacon. New equipment, growing more produce and hiring more staff were all side effects of the local food purchasing agreements.
“I’m not sure that a lot of vegetable farmers were actually ready for it,” Pearl said. “I wasn’t prepared for it. But we made some changes to grow a bit more and do as much as we can on a short runway. We were set up for a perfect storm.”
Anything extra Pearl produces will be donated, as his farm is one of the largest donors of food in the Kansas City area. But other farmers are left with questions about what will happen with their crops — and their revenue.
It raises a question of trust that Maile Auterson has encountered throughout her life as a fourth-generation farmer in the Ozarks and the founder of Springfield Community Gardens, which facilitates local produce boxes and the LFS programs in the Springfield, Joplin and Rolla areas.
“We promised the farmers,” Auterson said. “The biggest insult to us is that we cannot follow through on the promises we made to the farmers that we had made with that money.”
The area her group serves was set to get $3 million in federal funds over the next three years. While Auterson is trying to fulfill some of those contracts, the trust that small farmers were building with the government through the program has been severed, she said.
“We talked the farmers into participating and scaling up specifically for this program,” Auterson said. “Then when we can’t follow through, the government has done what they were afraid the government would do, which would be to not look out for the small farmer. It’s a terrible moral injury to all of us.”
What’s next for small farmers and local food purchasers?
Smith said the Food Hub is in talks with its participating school districts — including Lee’s Summit, Blue Springs and Shawnee Mission — to continue their purchasing agreements even without the federal funds.
So far, even with the funding cancellation, 95% of 2024’s produce sales are set to be maintained through this year, Smith said.
“As small farmers, they can’t meet the streamlined industrial agriculture price points, but we can come close,” said Katie Nixon, a farmer and the co-director of New Growth Food Systems, which is affiliated with the West Central Missouri Community Action Agency.
“Our quality is usually a lot higher,” Nixon said. “Lettuce, for example, will last three weeks in the cooler, whereas lettuce coming from greenhouses in God knows where will last a week before they turn to mush.”
The Blue Springs School District saw a 40% increase in the use of its cafeteria salad bars after switching to local produce, Smith said. And school districts often find less waste and more savings, despite the slightly higher price when purchasing the produce, Nixon said.
Research shows that farm-to-school programs, like sourcing local produce and teaching kids about farming, resulted in students choosing healthier options in the cafeteria and eating more fruits and vegetables. Schools also saw an average 9% increase in students eating their meals from the school cafeteria when they participated in farm-to-school programming.
During Trump’s most recent Cabinet meeting at the White House, Health and Human Services Secretary Robert F. Kenendy Jr. said the administration is planning a massive overhaul of the federal school meals program.
“It’s going to be simple, it’s going to be user friendly. It is going to stress the simplicity of local foods, of whole foods and of healthy foods,” Kennedy said. “We’re going to make it easy for everyone to read and understand.”
Auterson and Nixon feel that the cancellation of the program is retribution for those who benefited from policies and funds initiated during the Biden administration.
“They’re hurting everyone,” Auterson said. “Everyone is suffering from them being retributional.”
Safety response protocols are foundational to creating a culture of safety in schools. District leaders should adopt and implement response protocols that cover all types of emergencies. Schools should have building-level response protocols and protocols for incidents when first responders are needed. These practices are critical to keeping the community safe during emergencies.
When staff members are empowered to participate in emergency planning and response, their sense of safety is improved. Unfortunately, many staff members do not feel safe at school.
Thirty percent of K-12 staff think about their physical safety when at work every day, and 74 percent of K-12 staff said they do not feel supported by their employer to handle emergency situations at work.
Staff disempowerment is a “central problem” when it comes to district emergency planning, said Dr. Gabriella Durán Blakey, superintendent of Albuquerque Public Schools: “What does safety mean for educators to really be able to feel safe in their classroom, to impact student achievement, the well-being of students? And how does that anxiety play with how the students feel in the classroom?”
School leaders should implement response protocols that empower staff to understand and participate in emergency response using a two-tiered system of emergency response:
A building-level emergency planning and response team should develop an Emergency Operations Plan, which includes an emergency response protocol
Administrators should adopt protocols to follow when they need first responders to intervene
For guidance on crafting emergency response protocols and plans, click here.
Laura Ascione is the Editorial Director at eSchool Media. She is a graduate of the University of Maryland’s prestigious Philip Merrill College of Journalism.
“Denver Public Schools to close 7 schools, cut grades at 3 others despite heavy resistance.”
“The list is out: These are the SFUSD schools facing closure.”
Such reports can leave the impression that districts are rapidly closing schools in response to declining enrollment and families leaving for charters, private schools and homeschooling.
But the data tells a different story.
School closures have actually declined over the past decade, a period of financial instability that only increased in the aftermath of the pandemic, according to research from the Brookings Institution.
The analysis, shared exclusively with The 74, shows that in 2014-15, the closure rate — the share of schools nationwide that were open one year and closed the next — was 1.3%. In 2023-24, the rate was just .8%, up from .7% the year before.
“I think it’s important for people to realize how rare school closures are,” said Sofoklis Goulas, a Brookings fellow and the study’s author.
Last fall, his research showed how schools that have lost at least 20% of their enrollment since the pandemic are more likely to be low-performing. The Clark County Public Schools, which includes Las Vegas, had the most schools on the list — 19 — but isn’t currently considering closures. In Philadelphia, with 12 schools in that category, district leaders are just beginning to discuss closures.
When it released Goulas’s initial report, leaders of the conservative Thomas B. Fordham Institute argued that low-performing schools should be the first to close. But efforts to do so are often met with pushback from families, teachers and advocacy groups who argue that shutting down schools unfairly harms poor and minority students and contributes to neighborhood blight. Their pleas often push district leaders to retreat. Working in advocates’ favor, experts say, is the fact that many big district leaders are untested and have never had to navigate the emotionally charged waters of closing schools.
“Closing a neighborhood school is probably one of the most difficult decisions a district’s board makes,” said Michael Fine, CEO of the Fiscal Crisis and Management Assistance Team, a California state agency that provides financial oversight to districts. “They are going to avoid that decision as long as they can and at all costs.”
Such examples aren’t hard to find:
Just weeks after announcing closures, the San Francisco district halted plans to shutter any schools this fall.
In September, outgoing Chicago Public Schools CEO Pedro Martinez pledged to put off school closures for another two years, even though state law allows the city to take action sooner. The district is in the process of absorbing five charter schools to keep them from closing.
In October, Pittsburgh Public Schools recommended closing 14 schools; several others were set to be relocated and reconfigured. About a month later, Superintendent Wayne Walters hit pause, saying the district needed more “thoughtful planning” and community input.
Last May, the Seattle Public Schools announced it would shutter 20 elementary schools next school year in response to a $100 million-plus budget deficit. They later increased the number to 21. By October, the list had dwindled to four schools. Just before Thanksgiving, Superintendent Brent Jones withdrew the plan entirely.
“This decision allows us to clarify the process, deepen our understanding of the potential impacts, and thoughtfully determine our next steps,” Jones wrote to families. While the plan would have saved the district $5.5 million, he said, “These savings should not come at the cost of dividing our community.”
Graham Hill Elementary in Seattle, which fifth grader Wren Alexander has attended since kindergarten, was initially on the list. The Title I school sits on top of a hill in a desirable area overlooking Lake Washington. But it also draws students from the lower-income, highly diverse Brighton Park neighborhood.
Among Wren’s neighbors are students from Ethiopia, Vietnam and Guatemala. Wren, who moves on to middle school this fall, said she looks forward to visiting her former teachers and cried when she heard Graham Hill might close. She wanted her younger brother and sister to develop the same warm connection she had.
“I don’t think I would be who I am if I didn’t go to the school,” she said.
Wren Alexander and her little sister Nico, outside Graham Hill. (Courtesy of Tricia Alexander)
Tricia Alexander, her mother, was among those who opposed the closures, participating in rallies outside the district’s administration building and before board meetings.
“We were really loud,” said Alexander, who’s also part of Billion Dollar Bake Sale, an effort to advocate for more state education funding. She said there was “no real evidence” that closing schools would have solved the district’s budget woes. “In no way would kids win.”
It’s a view shared by many school finance experts, who note that the bulk of school funding is tied up in salaries, not facility costs. Districts may save some money from closing schools, but unless coupled with staff reductions, it’s often not enough to make up for large budget shortfalls.
‘So bad at this’
If enrollment doesn’t pick up, experts say, leaders who delay closures will have to confront the same issues a year later or — perhaps even more likely — pass the problems on to their successors.
“If there continues to be fewer and fewer children …then that doesn’t get better,” said Brian Eschbacher, an enrollment consultant.
One Chicago high school, for example, had just 33 students last year. In Los Angeles, the nation’s second-largest district, 34 elementary schools have fewer than 200 students and 29 of those are using less than half of the building, according to a recent report. The share of U.S. students being educated outside of traditional schools also continues to increase, according to a forthcoming analysis Goulas conducted with researchers at Yale University.
“We don’t see a trajectory of enrollment recovery,” he said. “Things actually got worse in the most recently released data batch.”
But such conditions haven’t stopped advocacy groups from campaigning against closures. One of them, the left-leaning Advancement Project, has joined with local groups in Denver and Pittsburgh to make a case against closures nationally.
“All children deserve to have a local, neighborhood public school in which they and their families have a say,” said Jessica Alcantara, senior attorney for the group’s Opportunity to Learn program. “It’s not just that school closures are hard on families. They harm the full education ecosystem that makes up a school — students, families, school staff and whole communities.”
Last May, Alcantara and other Advancement Project staff urged the U.S. Department of Education to treat school closures as a civil rights issue. Nine of the 10 schools the Denver district planned to close in 2022 had a majority Black or Hispanic student population.
The advocates argued that in cases of enrollment loss, run-down facilities and empty classrooms, there are alternatives to closing schools. They encourage communities to push for renovations and urge district leaders to use vacant spaces for STEM, arts or other programs that might attract families. Opponents of closures also say that districts sometimes underestimate how much of a building is used for non-classroom purposes like special education services, early-childhood programs and mental health.
Eschbacher’s assessment of why districts often back down from closing schools is more blunt.
“Districts are so bad at this,” he said. “If you just do a few things wrong, it could sink the whole effort.”
For one, leaders often target schools with under 300 students for closure, appealing to parents that they can’t afford to staff them with arts programs, a school nurse or a librarian.
But those explanations sometimes fall flat.
“Parents always say, ‘I wanted a small school. I know my teachers and they know my kid. And it’s right down the street,’” Eschbacher said. If they didn’t like their school, he added, they would have likely would have chosen a charter or some other option.
District officials also run into trouble if they try to spin the data. When Seattle officials talked about “right-sizing” the district, they pointed to the loss of 4,900 students since 2019-20.
But Albert Wong, a parent in the district and a lifelong Seattle resident, knew there was more to the story. Not only is the current enrollment higher than it was from 2000 to 2011, the pandemic-related decline seems to have leveled off. In a commentary, he argued that officials presented misleading data “to make current enrollment look exceptionally bad.”
Graham Hill Elementary, fifth-grader Wren’s school, actually saw a slight increase in enrollment this year, including a new class for preschoolers with disabilities. And while Pittsburgh schools are projected to lose another 5,000 students over the next six years, enrollment this year held steady at about 18,400.
To Eschbacher, the “burden of proof is always on the district” to make an airtight case for why students would be better off in larger schools. He has applauded the Denver-area Jeffco Public Schools, which has closed 21 schools since 2021, for having state demographers, not just district officials, explain population trends to families at community meetings.
‘It wasn’t realistic’
Walters, Pittsburgh’s superintendent, can easily rattle off reasons why the district should rethink how it uses its buildings. Early last year, local news reports showed that almost half of the district’s schools were less than 50% full.
“We’ve lost about a fourth of our population, but we have not changed anything to our footprint,” he said.
Meanwhile, the average age of the district’s buildings is 90 years old, and many lack air-conditioning, forcing some schools to send students home in sweltering weather.
But a consulting group’s proposal showed that Black and low-income students and those with disabilities would be disproportionately affected by the changes. Several advocacy groups drew attention to those disparities, calling the effort “rushed.”
412 Justice, an advocacy group, is among the community organizations pushing for alternatives to school closures in Pittsburgh. (412 Justice)
Walters agreed and put the plan on hold last fall, saying he lacked “robust” responses to parents’ tough questions about how schools would change for their kids.
“It doesn’t mean that we don’t see a path forward,” he said. “But it wasn’t realistic that we would have those questions answered within the timeline that we’ve been given.”
In March, parents pushed for another delay, causing the school board to postpone a vote on the next phase in the closure process.
As the Jeffco district demonstrates, some school systems are following through with closures. The school board in nearby Denver unanimously voted in November to close seven schools and downsize three more.
But that’s after community protests pushed the district to put the brakes on a plan to close 19 schools in 2021. Advocates argued that families in low-income areas, who had been heavily impacted by the pandemic, would be most affected. Then the district only closed three in 2023, and now board members are considering a pause on closures for three years.
School boards closing a dozen or more schools are often catching up with work their predecessors let pile up, said Goulas of Brookings.
“Closing a single school allows for easier placement of students and minimizes the political cost and community stress,” he said. “When a district releases a long list of schools to close, it likely indicates that they waited for conditions to improve, but this didn’t happen.”
Angel Gober, executive director of 412 Justice — one of 16 organizations that called on the Pittsburgh district to drop its plan — acknowledged that their fight isn’t over.
“I think we got a temporary blessing from God,” she said. But she wants the district to explore a host of alternatives, like community schools and corporate support, before it shutters and sells off buildings. “We do have very old infrastructure, and that is an equity issue. But can we try five things before we make a drastic decision to close schools for forever?”
The end of E-rate eligibility for Wi-Fi hotspots came one step closer Thursday as the Senate voted 50-38 along party lines to overturn a 2024 expansion of the program overseen by the Federal Communications Commission.
A similar House resolution was introduced in February to strike down the recent inclusion of Wi-Fi hotspots in the E-rate program, which has helped connect schools and libraries to affordable telecommunications services for the last 29 years.
School districts have shown high demand for using E-rate funds to purchase Wi-Fi hotspots during fiscal year 2025, the first year for which the devices were eligible.
Dive Insight:
In fiscal year 2025, schools and districts requested a total of $27.5 million for Wi-Fi hotspots alone. The devices are often used to help students who don’t have home internet access complete homework assignments that require digital connections.
The FCC’s decision to expand E-rate to include hotspots followed the expiration of the Emergency Connectivity Fund established by the American Rescue Plan Act of 2021. The pandemic-era fund allocated $123 million to the FCC to purchase hotspots for schools and libraries.
Both Senate and House measures were introduced by Republicans who say the FCC’s partisan move under the Biden administration to expand the E-rate program was overreach under the federal law that defined the Universal Service Fund’s E-rate program as intentionally providing discounts for broadband services only to “school classrooms” and libraries.
Sen. Ted Cruz, R-Texas, introduced the resolution of disapproval in January under the Congressional Review Act, which gives federal lawmakers the authority to nullify a federal regulation. Cruz said in a January statement that the FCC regulation expanding E-rate “violates federal law, creates major risks for kids’ online safety, harms parental rights, and will increase taxes on working families.”
“Every parent of a young child or teenager either worries about, or knows first-hand, the real dangers of the internet,” Cruz said. “The government shouldn’t be complicit in harming students or impeding parents’ ability to decide what their kids see by subsidizing unsupervised access to inappropriate content.”
Before this week’s vote, several organizations representing school superintendents, K-12 business officials, rural educators, transportation providers and educational service agencies sent a letter on May 6 to Senate Majority Leader John Thune, R-S.D., urging him to vote against the resolution.
The letter noted that nearly 20,000 schools and libraries are applying for several hundred thousand hotspots nationwide through the E-rate program. If passed, the education groups wrote, the resolution would “prevent millions of students and library patrons” from gaining internet access.
“We strongly disagree with the argument that allowing students and adults to access hotspots on buses or at home opens the door to them accessing inappropriate content online,” the letter said. “The rules adopted by the FCC require that all Wi-Fi hotspots include blocking and filtering of inappropriate material. Thus, any claim that providing home Internet access through these hotspots exposes children to pornography and other inappropriate content are completely untrue.”
Hotspots particularly benefit low-income and rural students and educators who need internet access at home to complete homework assignments, the letter said. The groups added that passing such a resolution through the Congressional Review Act will prevent the FCC from ever approving an expansion of E-rate to include hotspots again.
With the end of the one-time influx of federal pandemic-era funds, a Consortium for School Networking survey released earlier this week found that 14% of district ed tech leaders said initiatives to fund broadband access off school campuses were at risk of losing future sustainable funding.
That same CoSN survey also revealed that most school districts are deeply concerned about the future of the E-rate program as a whole, given that the U.S. Supreme Court is expected to decide in the coming months whether the program’s funding mechanism is unconstitutional. Some 74% of district respondents told CoSN that should the justices strike down E-rate in FCC v. Consumers’ Research, the decision would have “catastrophic” or “major” effects for schools.
Across the country, education is on the brink of significant change. As schools, districts, and policymakers grapple with the realities of a rapidly evolving workforce that requires discipline-specific knowledge, high-tech know-how, and hands-on skills, there is a growing recognition that the traditional approaches to preparing students for the real world no longer suffice.
This shift brings uncertainty and anxiety for district leaders here in Indiana. Change can be intimidating, especially when the stakes are as high as the future success of our students. Yet, this moment also holds immense potential to redefine what it means to truly ready them for a workplace that is continually reinventing itself.
To confront the challenges future-focused schools face, we’re sharing our approach from two distinct, but complementary, perspectives. One, from the superintendent of Eastern Hancock Schools, a small, rural district in Indiana that is deeply rooted in its community and focused on creating opportunities for students through strong local partnerships. The other, from the president and CEO of Project Lead The Way (PLTW), a national nonprofit organization that provides schools with innovative, hands-on, project-based STEM curriculum designed to develop critical skills and knowledge, while preparing students for careers beyond the classroom.
While we work in different contexts, our shared mission of preparing students and educators for an ever-changing world unites us. Together, we aim to highlight the excitement and possibility that change can bring when approached with readiness and purpose.
Redefining what it means to be ready
The jobs of tomorrow will demand far more than technical knowledge. As industries transform at warp speed, accelerated by AI, automation, and other technological advancements, many of today’s students will enter careers that don’t yet exist.
Preparing them for this reality requires educators to focus on more than just meeting academic benchmarks or prepping for the next standardized test. It demands fostering critical thinking, collaboration, communication skills, and, perhaps most importantly, confidence–characteristics many employers say are lacking among today’s graduates.
At Eastern Hancock, this preparation begins by creating opportunities for students to connect their learning to real-world applications. The district’s robust work-based learning program allows juniors and seniors to spend part of their day in professional placements across industries, such as construction, healthcare, engineering, and education, where they receive hands-on training. These experiences not only provide exposure to potential careers but also help students develop soft skills, including teamwork and problem-solving, that are critical for success in any field.
We also know that when students have earlier access to STEM learning and concepts, they are more inclined to pursue a STEM-driven career, such as computer science and engineering. Students in PLTW programs tackle meaningful problems as capable contributors, such as designing prototypes to address environmental issues, exploring biomedical innovations, and solving arising problems like cybersecurity and information safety.
Preparation, however, is about more than providing opportunities. Many students dismiss career paths because they lack the self-assurance to see themselves thriving in those roles. Both Eastern Hancock and PLTW work to break down these barriers–helping students build self-esteem, explore new possibilities, and develop confidence in chosen fields they may have once considered out of reach.
Empowering educators to lead with confidence
While students are at the heart of these changes, educators are the driving force behind them. For many teachers, however, change can feel overwhelming, even threatening. Resistance to new approaches often stems from a fear of irrelevance or a lack of preparation. To truly transform education, it is essential to support teachers with the resources, tools, and confidence they need to thrive in evolving classrooms.
PLTW’s professional development programs equip educators with training that builds their capacity to lead transformative learning experiences. Teachers leave PLTW sessions with practical strategies, a renewed sense of purpose, and the self-assurance to inspire their students through immersive classroom experiences.
At Eastern Hancock, the promise of growth drives efforts to support educators through professional development that aligns with their goals and the district’s vision. Teachers collaborate to set meaningful objectives, fostering a culture of innovation and shared purpose. This approach ensures that educators feel prepared not only to guide students but also to grow alongside them.
Blending a local approach and national reach illustrates how schools and organizations at every level can work together to address the shared challenge of preparing and supporting educators for the future. By empowering teachers with the tools and confidence they need, both Eastern Hancock and PLTW demonstrate how readiness can ripple outward to transform entire communities.
Delivering on the promises of education
Indiana’s reimagined graduation requirements offer schools the chance to redefine what it means to be truly prepared for the future. At Eastern Hancock, we’ve seen how aligned values–like those we share with PLTW–can inspire new ways of thinking about career readiness. We’re both deeply committed to ensuring students are equipped with the skills, experiences, and confidence they need to thrive in an unpredictable world.
Change may cause anxiety, but it also creates opportunities for innovation, growth, and excitement. When educators, students, and communities embrace readiness, the future of education becomes a source of hope and possibility-for Indiana and for the nation.
George Philhower, Ed.D., Eastern Hancock Schools & David L. Dimmett, Ed. D., MBOE, Project Lead The Way
George Philhower, Ed.D., is superintendent of Eastern Hancock Schools, a rural district just east of Indianapolis.
David L. Dimmett, Ed. D., MBOE, is president and CEO of Project Lead The Way, a national non-profit organization providing hands-on learning experiences to PreK-12 students across the U.S.
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Tahira DuPree Chase is superintendent of Westbury Union Free School District In New York and a member of the Institute for Education Innovation.
Rising through the ranks to a school leadership role can be an arduous journey for even the most qualified female educators. And once we reach our final destination, we’re not always welcomed. We often face challenges our male counterparts never experience.
Only 30% of superintendents in the U.S. are female, and less than 1.5% are Black women. Across the country, female school leaders are targeted by unwarranted criticism, experience significant gender pay gaps, and receive less coaching and support than their male colleagues. We’re also a powerful force to be reckoned with — fierce, committed and experienced — and when united, we are reshaping education to better fit our students’ diverse needs.
Tahira DuPree Chase
Permission granted by Tahira DuPree Chase
To break down barriers, female leaders must find their own tribe of like-minded women who sit in a similar seat, both in the education field and outside of it. There are formal and informal, national, regional, and local support systems composed of incredible individuals who understand one another’s struggles. In these groups, we talk about our experiences, share ideas and uplift our fellow women.
Westbury is an anomaly in K-12 education, with women in 93% of administrative roles. Under the leadership of “The Women of Westbury,” otherwise known as “WOW,” the district’s graduation rate has skyrocketed to 90% in a district where nearly 70% of children qualify for free or reduced-price lunch. We have implemented top-tier security measures to better protect our students, improved facilities and operations, and done it all while successfully managing our schools’ finances.
Building this team of professionals and helping them thrive hasn’t been without its challenges, but by aligning our recruitment and retention strategies with three critical guidelines, we’ve reached this incredible time in Westbury’s history.
Hire with an open mind
At Westbury, we knew we needed to diversify our leadership, but the goal did not dictate our hiring process. We followed a traditional interview path, and it just so happened that female applicants rose to the top. The individuals we’ve hired are credentialed, well-versed and highly qualified. These aren’t so-called “DEI hires”; they are common-sense hires.
As a Black female leader in education, I’ve had my credentials questioned due to unconscious — and sometimes blatant — bias. I’m required to hold multiple advanced degrees and jump through endless hoops to be on the same playing field as many of my male counterparts in the hiring process. Based on my own experiences, I find it no surprise that female candidates often self-select from applying for management roles, because they believe men have an advantage or assume they lack the experience to meet every vague qualification listed in the job announcement.
It has been disheartening to watch other women struggle with similar challenges and become disenchanted with the entire education system. That’s why Westbury has strived to create a more equitable space where all individuals are encouraged to take the next step in their careers.
Encourage leaders to embrace their vulnerability
Superintendents are expected to shoulder a heavy load in their role, but for female leaders, the stress can feel overwhelming. Ninety-five percent of female administrators said they struggled to find a healthy work-life balance and were forced to make personal and professional sacrifices their male colleagues did not.
At Westbury, we stress the importance of self-care for all educators and administrators in the district by hosting wellness fairs and offering a mental health day focused solely on our team’s well-being. A board-certified psychotherapist is on staff to provide social-emotional support on both a group and individual level. In addition, we help school leaders develop their own professional support system that includes not just their fellow women, but male allies who have their best interests at heart.
We have found that when we provide educators the space to find that self-care sweet spot, they better maintain their focus, think more clearly, and allow ideas to flow. In turn, our schools become centers of innovation where we are improving our students’ academic experience.
Help lift up the women behind you
As female school leaders, we have an obligation to empower the next generation of women. Becoming a mentor to future leaders and watching them thrive is one of the greatest honors we can experience in our leadership roles. When someone trusts me to be their sounding board and values my insights, it fuels me to keep moving forward.
All leaders in the district are automatically assigned a mentor to help guide them in their administrative path. I’ve also extended myself to be a secondary mentor if a leader requests extra support. Furthermore, Westbury encourages our leaders to consider roles with professional organizations, like the Institute for Education Innovation and AASA, to offer their expertise to female colleagues nationwide.
This professional community is incredibly powerful. Research has found that women who have a close inner circle of female colleagues are more likely to secure leadership positions, have higher pay and greater authority. In comparison, there is no link for men’s success in terms of the gender composition of their networks.
Over the years, the “Women of Westbury” have encountered their fair share of detours, roadblocks and bumps to get to a place where their talents and expertise are celebrated. Today, we’re not just a support system for each other, we are paving the way for the women coming up behind us to receive the roles they rightly deserve.
We recognized that diversifying our administration is one of the best things we can do for students, ensuring they see themselves reflected in their leaders and understand there is no limit to what they can achieve in their future careers.
The Trump administration is elevating AI programs in K-12 education
The human edge in the AI era
Report details uneven AI use among teachers, principals
For more news on AI in education, visit eSN’s Digital Learning hub
A new executive order signed by President Trump takes aim at AI policies in K-12 education by “fostering interest and expertise in artificial intelligence (AI) technology from an early age to maintain America’s global dominance in this technological revolution for future generations.”
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A recent survey found that 88 percent of U.S. parents believe AI is essential to their children’s education, but most aren’t even sure whether the technology is being used in their child’s classroom.
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While digital literacy has become an aspirational cornerstone of modern education, the exponential growth of data-driven decision-making across industries reveals critical gaps that demand a stronger focus on data literacy.
Teaching K-12 coding without computers may seem like a daunting task, but it can be a powerful way to introduce students to the fundamental concepts of computer science and problem-solving without the distraction of technology.
The most effective way for students to learn career-ready skills in fields such as advanced manufacturing and robotics is by applying these skills in the context of authentic projects and real-world scenarios.
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Middle and high school counselors juggle overwhelming caseloads, expanded mental health duties, and additional administrative burdens–all of which limit their ability to provide individualized support for students.
