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  • The schools where even young children change classes 

    The schools where even young children change classes 

    by Ariel Gilreath, The Hechinger Report
    January 13, 2026

    BATON ROUGE, La. — About two dozen second graders sat on the carpet at the front of Jacquelyn Anthony’s classroom, reviewing how to make tens. “Two needs eight!” the students yelled out together. “Six needs four!” 

    “The numbers may get a little trickier,” Anthony told them next. “But remember, the numbers we need to make 10 are still there.” The students then turned confidently to bigger calculations: Forty-six needs four ones to make a new number divisible by 10; 128 needs two to make 13 tens. 

    At the end of the hour, the second graders slung on their backpacks, gathered their Chromebooks and lined up at the door before heading to English and social studies class across the hall. While most schools wait until middle school to transition students from one class to another, kids at Louisiana’s Baton Rouge Center for Visual and Performing Arts do so starting at age 6 or 7. It’s part of a strategy known as departmentalizing, or platooning. 

    Anthony, rather than teaching all four core subjects, specializes in math. The school’s new facility, built in 2025, was designed with departmentalizing in mind: The classrooms have huge glass windows, so teachers can see their next class preparing to line up in the hallway.

    “Teaching today is so different than it was a long time ago, and there are so many demands on them. And the demand to be an expert in your content area is very high,” said Sydney Hebert, magnet site coordinator for the art-focused public school in the East Baton Rouge Parish school district. “We want to make sure that our teachers are experts in what they’re teaching so that they can do a good job of teaching it to the kids.”

    As schools contend with a decades-long slump in math scores — exacerbated by the pandemic — some are turning to this classroom strategy even for very young students. In recent years, more elementary schools have opted to departmentalize some grade levels in an attempt to boost academic achievement. The share of fourth and fifth grade classrooms operating on this schedule has doubled since the year 2000, from 15 percent to 30 percent in 2021. Often, that means educators will specialize in one or two subjects at most, such as fourth grade English language arts and social studies, or fifth grade math and science. The theory is that teachers who specialize will be more familiar with the content and better able to teach it. 

    That may be particularly important for math: Studies have shown that some early elementary school teachers experience anxiety about the subject and question their ability to teach it. Educators also say that the curriculum and standards for math and English in the early grades are changing rapidly in some districts and have become more complicated over time. In a departmentalized setup, it’s also far less likely that math instruction will get shortchanged by an educator who prefers spending time on other subjects.  

    Related: A lot goes on in classrooms from kindergarten to high school. Keep up with our free weekly newsletter on K-12 education

    But while some schools swear by this model, the research on it is mixed.

    One prominent 2018 study on the practice in Houston public schools found it had a negative effect on test scores, behavior and attendance. The study doesn’t explain why that was the case, but the researcher said it could be because teachers on this schedule spend less time with individual students.

    Another study published in 2024 analyzing Massachusetts schools had different outcomes: Researchers found moderate gains in academic achievement for ELA and a significant boost to science scores for students in departmentalized classes. The results in math, however, showed few gains. 

    Generally, teachers specialize in the subject they are most comfortable teaching. When a school departmentalizes for the first time, principals typically look at each educator’s test score data over time to determine whether they should specialize in math or reading.

    “There are some arguments that, at least if it’s someone who likes the subject, who is passionate about the subject, you have a greater chance of them doing a better job of delivering instruction,” said Latrenda Knighten, president of the National Council of Teachers of Mathematics. “But you’ll find mixed reviews.”

    Yet there are a few reasons why the strategy is typically reserved for students in older grades, according to school leaders: Spending all day with one teacher increases the bond between the teacher and student, which is important for younger children. In Baton Rouge, Anthony teaches 50 students throughout the day instead of the same 25 students all day.

    “Teachers want to get to know their students,” said Dennis Willingham, superintendent of Walker County Schools in Alabama. The district departmentalized some fifth grade classrooms decades ago, but recently added third and fourth grade classes on this schedule. “You tend to see less departmentalization below third grade because of the nurturing element.” 

    It’s also generally more challenging for young students to quickly change classrooms, even for electives, which means lost instructional time. Smaller elementary schools may also struggle to hire enough teachers to schedule all of them on a departmentalized setup. 

    Related: These school districts are bucking the national math slump

    But increasingly, schools that are satisfied with this approach for older grade levels are trying it out with their younger grades, too. 

    After the pandemic, the San Tan Heights Elementary School in Arizona changed its curriculum to one that was more rigorous, and it became harder for the third grade educators to master the standards of all four subject areas, said Henry Saylor-Scheetz, principal at the time.

    He proposed that third graders be taught by separate math, English language arts and reading teachers. “I told them, let’s try it for a semester. If it doesn’t work at the end of the year, we’ll go back,” Saylor-Scheetz said.

    Ten days into the experiment, teachers told him they never wanted to return to the old schedule. In the subsequent years, the school added more classrooms on this model until, by 2023, all K-8 students were departmentalized. For the last few years, teacher retention at the school was 95 percent, according to Saylor-Scheetz.

    Saylor-Scheetz, who last year became principal of a nearby middle school, credited the change for helping the school improve from a C rating on its state report card — a rating it had stagnated at every year since 2018 — to a B rating as of 2022. Since then, more schools in his Arizona school district have shifted to this schedule. 

    “I’d love to see this become something we do as a nation, but it is a paradigm shift,” Saylor-Scheetz said. “There’s merit in doing it, but there has to be a commitment to it.”

    At Baton Rouge Center for Visual and Performing Arts, students in first through third grades have two partner teachers, one for math and science and another for ELA and social studies. The school has been operating on this schedule for third through fifth grade students for more than a decade. Eight years ago, its leaders decided to try it for first and second grade students, too, and were pleased with the results. 

    On a December morning at the school, young students talked quietly with each other in the hall as they lined up to go from math class to English language arts. All told, the switch took less than five minutes. “We’re at the end of the second nine weeks, so we’ve had a lot of practice,” said GiGi Boudreaux, the assistant principal. 

    The strategy has not always been successful, though.

    During the pandemic, administrators also attempted to departmentalize its kindergarten classes. It didn’t work as they’d hoped: It was a challenge to get the 5-year-olds to quickly change classes and focus on classwork again once they did. Parents also didn’t like it. The school then tried moving teachers from classroom to classroom instead of moving students, but the educators hated it. 

    “It was too much, so we didn’t do it after that,” said Hebert.

    The Baton Rouge school doesn’t have comparison data to show that students perform better in a departmentalized setup, but most educators in the school prefer it, Hebert said. Third grade test scores from 2015 — before the school departmentalized its younger grade levels — showed 73 percent scored “advanced” and “mastery” level on the state ELA test, and 56 percent scored advanced or mastery on the math test. In 2025, 80 percent of third grade students scored advanced or mastery in ELA and 55 percent in math.

    “I know that the teachers like it better, and the kids have adapted to it,” Hebert said. 

    Teachers meet weekly with their partner teachers and grade-level counterparts to discuss their classes and progress on the state standards. Once a quarter, all of the math teachers across the grades meet to talk about strategies and student performance. 

    Related: Teachers conquering their math anxiety 

    At Deer Valley Unified School District in Arizona, departmentalizing some classrooms has helped reduce teacher turnover, said Superintendent Curtis Finch, particularly for early career educators, who can find it challenging to master the content and standards of all four subjects.

    “If you’re not confident in your subject, then you don’t have good examples off the top of your head. You can’t control the room, can’t pull the students in,” Finch said. 

    There are drawbacks though, Finch acknowledged. In a self-contained classroom, teachers can more easily integrate their different lessons, so that a math lesson might refer back to a topic covered in reading.

    And even though Anthony, the second grade math and science teacher in Baton Rouge, loves teaching math, she also misses the extra time she could spend with each student when she had the same 25 children in her class all day for the entire school year. 

    “It was a joy for me to be self-contained and to build that little family,” Anthony said. “I think the social emotional needs of students are best met in that type of environment. But being solely a math teacher, I do get to just dig in and focus on the nuance of the content.” 

    For Anthony’s partner teacher across the hall, Holley McArthur, teaching 50 students ELA and social studies is easier than having to teach 25 students math. 

    “This is my thing: reading books, comprehending and finding answers, meeting their goals,” said McArthur, who has taught in both kinds of classrooms over three decades in education.  

    While McArthur’s kids were at recess this mid-December day, the veteran teacher was grading their reading worksheets. A new student had transferred in from out of state midyear, and she was still evaluating his reading skills. 

    “I think you still get to know the kids, even if you just have them for three hours a day, because I’m not doing the hard math with them.” 

    Contact staff writer Ariel Gilreath on Signal at arielgilreath.46 or at [email protected].

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

    This <a target=”_blank” href=”https://hechingerreport.org/the-schools-where-even-young-children-change-classes/”>article</a> first appeared on <a target=”_blank” href=”https://hechingerreport.org”>The Hechinger Report</a> and is republished here under a <a target=”_blank” href=”https://creativecommons.org/licenses/by-nc-nd/4.0/”>Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License</a>.<img src=”https://i0.wp.com/hechingerreport.org/wp-content/uploads/2018/06/cropped-favicon.jpg?fit=150%2C150&amp;ssl=1″ style=”width:1em;height:1em;margin-left:10px;”>

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  • Top Hat and Wiley Partner to Enhance Student Engagement in Psychology and Anatomy & Physiology

    Top Hat and Wiley Partner to Enhance Student Engagement in Psychology and Anatomy & Physiology

    Combining trusted content from Wiley with Top Hat’s powerful student engagement platform gives educators new opportunities to personalize instruction, foster active learning, and improve outcomes.

    TORONTO – January 12, 2026 – Top Hat, the leader in student engagement solutions for higher education, today announced a strategic partnership with Wiley, a global leader in authoritative content and research intelligence, that combines Wiley’s academic expertise and Top Hat’s innovative engagement tools. As part of the collaboration, select titles from Wiley’s widely respected Psychology and Anatomy & Physiology catalogs will be seamlessly integrated into the Top Hat platform, giving educators access to powerful features to personalize content, enhance student success, and save time on course preparation and delivery. 

    “At Wiley, we believe great content is the foundation of great teaching,” said Lyssa Vanderbeek, Wiley Group Vice President, Courseware. “Through our partnership with Top Hat, we’re delivering our respected titles in key disciplines through another avenue, a platform specifically designed to spark classroom engagement and support evidence-based teaching practices.”

    Key Benefits of the Partnership

    Easily Customize Trusted Wiley Content: Educators gain the flexibility to adapt select Wiley psychology and anatomy & physiology textbooks using intuitive content customization tools to rearrange, edit, delete or enrich with multimedia so course materials emphasize what matters most.

    Promote In-Class Engagement: Wiley’s selected textbooks and ancillaries become the foundation for in-class engagement. Educators can use built-in classroom engagement tools, including 14 interactive question types, to make learning active and more impactful.

    Make Learning Active Outside the Classroom: Wiley-authored teaching resources like question banks, slides and videos can be directly integrated within the textbook, to create a richer, more cohesive learning experience. 

    Enhance Teaching and Learning with Built-In AI Support:  Ace, Top Hat’s AI-powered assistant, expands the impact of Wiley content by generating tailored polling questions, discussion prompts and relatable examples, while students benefit from on-demand study help and unlimited practice questions tied to assigned readings.

    Support Student Success with Real-Time Data: With Top Hat, every interaction—from attendance, to readings and assessments—generates real-time insights, providing a holistic picture of student performance, and enabling timely interventions to help more learners succeed.“We are proud to partner with Wiley through a shared goal of supporting educators and students,” said Maggie Leen, CEO of Top Hat. “Together we’re redefining what’s possible with course materials and reimagining how courses can be delivered by making content more flexible, personalized, and accessible—taking another big step toward our vision to make learning personal for every student.”

    Top Hat and Wiley share a common belief that by sparking better teaching and learning, we open up opportunities for fulfilling careers, better lives and a brighter world. Through this partnership, both organizations address the evolving needs of higher education, ensuring educators and students benefit from innovative, flexible and personalized learning experiences. For more information, visit tophat.com/partnerships/wiley.

    About Top Hat

    Grounded in learning science and powered by AI, Top Hat is the leader in student engagement solutions for higher education. We enable educators to adopt evidence-based teaching practices through interactive content, tools, and activities across in-person, online, and hybrid classrooms. Top Hat also provides access to thousands of digital textbooks and OER resources, along with authoring tools that let instructors customize or create their own accessible, interactive course materials. More than 1,500 institutions and thousands of faculty use Top Hat to support the learning of over three million students each year. To learn more, please visit tophat.com.

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  • Conservatives see married parents as a solution to low student achievement. It’s not that simple

    Conservatives see married parents as a solution to low student achievement. It’s not that simple

    by Jill Barshay, The Hechinger Report
    January 12, 2026

    Conservatives have long argued that unwed motherhood and single parenting are major drivers of poor student achievement. They contend that traditional two-parent families — ideally with a married mother and father — provide the stability children need to succeed in school. Single-parent households, more common among low-income families, are blamed for weak academic outcomes.

    That argument has resurfaced prominently in Project 2025, a policy blueprint developed by the conservative Heritage Foundation that calls for the federal government to collect and publish more education data broken out by family structure.

    Project 2025 acknowledges that the Education Department already collects some of this data, but asserts that it doesn’t make it public. That’s not true, though you need expertise to extract it. When I contacted the Heritage Foundation, the organization responded that the family-structure data should still be “readily available” to a layman, just like student achievement by race and sex. Fair point.

    Related: Our free weekly newsletter alerts you to what research says about schools and classrooms.

    With some help, I found the figures and the results complicate the conservative claim.

    Since 2013, the National Assessment of Educational Progress (NAEP), often called the Nation’s Report Card, has asked students about who lives in their home. While the question does not capture every family arrangement, the answers provide a reasonable, albeit imperfect, proxy for family structure and it allows the public to examine how a nationally representative sample of students from different types of households perform academically. 

    I wanted to look at the relationship between family structure and student achievement by family income. Single-parent families are far more common in low-income communities and I didn’t want to conflate achievement gaps by income with achievement gaps by family structure. For example, 43 percent of low-income eighth graders live with only one parent compared with 13 percent of their high-income peers. I wanted to know whether kids who live with only one parent perform worse than kids with the same family income who live with both parents.

    To analyze the most recent data from the 2024 NAEP exam, I used the NAEP Data Explorer, a public tool developed by testing organization ETS for the National Center for Education Statistics (NCES). I told an ETS researcher what I wanted to know and he showed me how to generate the cross-tabulations, which I then replicated independently across four tests: fourth- and eighth-grade reading and math. Finally, I vetted the results with a former senior official at NCES and with a current staff member at the governing board that oversees the NAEP assessment.

    The analysis reveals a striking pattern.

    Among low-income students, achievement differs little by family structure. Fourth- and eighth-grade students from low-income households score at roughly the same level whether they live with both parents or with only one parent. Two-parent households do not confer a measurable academic advantage in this group. Fourth-grade reading is a great example. Among the socioeconomic bottom third of students, those who live with both parents scored a 199. Those who live with just mom scored 200. The results are almost identical and, if anything, a smidge higher for the kids of single moms. 

    As socioeconomic status rises, however, differences by family structure become more pronounced. Among middle- and high-income students, those living with both parents tend to score higher than their peers living with only one parent. The gap is largest among the most affluent students. In fourth grade reading, for example, higher-income kids who live with both parents scored a 238, a whopping 10 points higher than their peers who live with only their moms. Experts argue over the meaning of a NAEP point, but some equate 10 NAEP points to a school year’s worth of learning. It’s substantial.

    Family structure matters less for low-income student achievement

    Still, it’s better to be rich in a single-parent household than poor in a two-parent household. High-income students raised by a single parent substantially outperform low-income students who live with both parents by at least 20 points, underscoring that money and the advantages it brings — such as access to resources, stable housing, and educational support — matter far more than household composition alone. In other words, income far outweighs family structure when it comes to student achievement.

    Despite the NAEP data, Jonathan Butcher, acting director of the center for education policy at the Heritage Foundation, stands by the contention that family structure matters greatly for student outcomes. He points out that research since the landmark Coleman report of 1966 has consistently found a relationship between the two. Most recently, in a 2022 American Enterprise Institute-Brookings report, 15 scholars concluded that children “raised in stable, married-parent families are more likely to excel in school, and generally earn higher grade point averages” than children who are not. Two recent books, Brad Wilcox’s “Get Married” (2024) and Melissa Kearney’s “The Two-Parent Privilege” (2023), make the case, too, and they point out that children raised by married parents are about twice as likely to graduate from college as children who are not. However, it’s unclear to me if all of this analysis has disaggregated student achievement by family income as I did with the NAEP data.

    Related: Trump administration makes good on many Project 2025 education goals

    Family structure is a persistent theme for conservatives. Just last week the Heritage Foundation released a report on strengthening and rebuilding U.S. families. In a July 2025 newsletter, Robert Pondiscio, senior fellow at the American Enterprise Institute, a conservative think tank, wrote that “the most effective intervention in education is not another literacy coach or SEL program. It’s dad.” He cited a June 2025 report, “Good Fathers, Flourishing Kids,” by scholars and advocates. (Disclosure: A group led by one of the authors of this report, Richard Reeves, is among the funders of The Hechinger Report.)

    That conclusion is partially supported by the NAEP data, but only for a relatively small share of students from higher-income families (The share of high-income children living with only their mother ranges between 7 and 10 percent. The single-parent rate is higher for eighth graders than for fourth graders.)  For low-income students, who are Pondiscio’s and the scholars’ main concern, it’s not the case. 

    The data has limitations. The NAEP survey does not distinguish among divorced families, grandparent-led households or same-sex parents. Joint custody arrangements are likely grouped with two-parent households because children may say that they live with both mother and father, if not at the same time. Even so, these nuances are unlikely to alter the core finding: For low-income students, academic outcomes are largely similar regardless of whether they live with both parents all of the time, some of the time or only live with one parent. 

    The bottom line is that calls for new federal data collection by family structure, like those outlined in Project 2025, may not reveal what advocates expect. A family’s bank account matters more than a wedding ring. 

    Contact staff writer Jill Barshay at 212-678-3595, jillbarshay.35 on Signal, or [email protected].

    This story about family structure and student achievement was produced by The Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education. Sign up for Proof Points and other Hechinger newsletters.

    This <a target=”_blank” href=”https://hechingerreport.org/proof-points-family-structure-student-achievement/”>article</a> first appeared on <a target=”_blank” href=”https://hechingerreport.org”>The Hechinger Report</a> and is republished here under a <a target=”_blank” href=”https://creativecommons.org/licenses/by-nc-nd/4.0/”>Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License</a>.<img src=”https://i0.wp.com/hechingerreport.org/wp-content/uploads/2018/06/cropped-favicon.jpg?fit=150%2C150&amp;ssl=1″ style=”width:1em;height:1em;margin-left:10px;”>

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  • 7 college presidents on 2026’s top challenges and opportunities

    7 college presidents on 2026’s top challenges and opportunities

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    ORLANDO, Fla. — College leaders face no shortage of challenges in the year ahead. They’re up against an uncertain federal policy landscape, challenges to international enrollment and, for some institutions, operating models that may no longer be working. 

    This week, top leaders attending the Council of Independent Colleges’ Presidents Institute — an annual gathering of hundreds of leaders of private nonprofit institutions — shared those woes and more with Higher Ed Dive. 

    They pointed to the end of Grad PLUS loans, which will be phased out starting this year. Graduate students will also soon face federal student lending caps of $100,000 for most programs and $200,000 for professional degrees. 

    The U.S. Department of Education hasn’t yet put out formal regulations that define which programs will be considered professional. But late last year, during a process called negotiated rulemaking, the agency reached consensus with a group of stakeholders on regulatory language that would exclude some major programs, such as graduate nursing degrees, from the higher lending caps. 

    Despite these challenges, college presidents also pointed to several opportunities such as focusing on workforce development, using artificial intelligence and striking partnerships with other institutions. 

    On the last front, a handful of private nonprofit colleges formalized plans to combine in the past couple of years. 

    That includes St. Ambrose University, in Iowa, acquiring nearby Mount Mercy University, a fellow Catholic institution. Likewise, Gannon University is acquiring Ursuline College — two Catholic colleges located in Pennsylvania and Ohio, respectively. 

    Below, we’re rounding up responses from seven college presidents on what they see as the biggest challenges and opportunities in the year ahead. 

    Responses have been lightly edited for brevity and clarity. 

    President: Bryon Grigsby

    Institution: Moravian University, in Pennsylvania

    HIGHER ED DIVE: What do you see as the biggest opportunity in the year ahead? 

    BRYON GRIGSBY: Workforce development is the biggest opportunity. We’re starting an aviation program, and it’s because aviation programs are in crisis right now. Pilots are needed. People work in the airlines, in the airports, air traffic controllers — we saw all the problems that were happening with that. This is just going to get worse over the next 10 years. So I think all of us are involved in workforce development — real, substantive workforce development for our communities.

    What do you see as the biggest challenge? 

    GRIGSBY: Funding the workforce development. It costs an incredible amount of money to create pilots. And the federal government just restricted how much loans they can take out, which prevents people who want great jobs but don’t have rich families to be able to afford that. 

    We’re seeing that in the healthcare industry. You know, not counting nursing and [doctor of physical therapy degrees] and [physician associates programs] as professional programs damages the ability of those students to be able to get those jobs and to be contributing members to society. 

    I wish the federal government would see that we’re trying to solve the workforce. We need the funding for the students so they can solve that as well.

    President: Valerie Kinloch

    Institution: Johnson C. Smith University, in North Carolina

    What do you see as the biggest opportunity in the year ahead?

    VALERIE KINLOCH: The biggest opportunity is deepening partnerships with people across different types of institutions, thinking beyond where we are to think more nationally and globally about building those types of partnerships.

    What do you see as the biggest challenge? 

    KINLOCH: I would say the biggest challenge is a lack of resources. To sustain the types of educational institutions that we know we should requires more resources, and not just finances, but also partnerships, talent, and I think those things are going to be really important.

    President: Donald Taylor

    Institution: University of Detroit Mercy

    What do you see as the biggest challenge in the year ahead? 

    DONALD TAYLOR: We don’t really know ultimately what the federal financial aid budget is going to look like for next year. And now there’s talk about, maybe there’s going to be another government shutdown. 

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  • UW–Madison Saves Students $1M Annually With Top Hat

    UW–Madison Saves Students $1M Annually With Top Hat

    With cost barriers removed, UW–Madison sees rapid expansion of active learning across disciplines.

    TORONTO – January 7, 2026 – Through a strategic partnership with Top Hat, the leader in student engagement solutions for higher education, the University of Wisconsin–Madison has eliminated student costs for using the platform while accelerating adoption of evidence-based teaching practices like active learning and frequent low-stakes assessment across courses. Over the past year, the university’s enterprise license agreement with Top Hat has saved students more than $1 million while empowering educators to deepen student engagement and learning outcomes at scale.

    “Affordability and instructional excellence are top priorities for our institution,” said Kristy Bergeron, UW–Madison Learn@UW Associate Director in Academic Technology. “Top Hat is helping us directly support educators by giving them the tools they need to teach with confidence, creativity, and impact. As more faculty adopt the platform, students benefit through deeper engagement and meaningful cost savings.”

    Strong satisfaction among educators and students was a key driver in the decision to move to an enterprise model. In a recent survey1 94% of UW–Madison students said they would want their instructors to use Top Hat again, while 85% reported that Top Hat helped them feel more engaged in the learning process. Since implementing the license agreement in 2022, the number of educators and students using Top Hat has more than doubled, with a 30% increase in the number of courses using Top Hat over the past year alone. The rapid growth in adoption has been fueled by the removal of cost barriers and a close partnership between Top Hat and UW–Madison’s Instructional Technology Group, which provided coordinated outreach and hands-on support to help faculty succeed.

    “The University of Wisconsin–Madison is a champion for active learning as a pathway for stronger student success,” said Maggie Leen, CEO of Top Hat. “This partnership empowers educators with the support and tools they need to deepen engagement, boost persistence and elevate learning outcomes. We’re proud to be part of their journey.”

    Top Hat’s steady release of new features is making it easier for UW–Madison faculty to increase the impact of their instruction, while reducing time and effort. With Ace, Top Hat’s AI-powered teaching and learning assistant, educators can instantly generate interactive polls, quizzes, and reflection prompts to promote active learning and frequent assessment in online and in-person lectures. These tools save valuable preparation time, while helping create more engaging, active learning environments that support student success.

    About Top Hat

    Grounded in learning science and powered by AI, Top Hat is the leader in student engagement solutions for higher education. We enable educators to adopt evidence-based teaching practices through interactive content, tools, and activities across in-person, online, and hybrid classrooms. Top Hat also provides access to thousands of digital textbooks and OER resources, along with authoring tools that let instructors customize or create their own accessible, interactive course materials. More than 1,500 institutions and thousands of faculty use Top Hat to support the learning of over three million students each year. To learn more, please visit tophat.com.

    References

    1. Top Hat Student Survey, Fall 2024, n=513

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  • College Costs, Accreditation Likely Top Focus for Congress

    College Costs, Accreditation Likely Top Focus for Congress

    Lowering college costs, boosting accountability and reforming accreditation will likely be at the top of congressional Republicans’ to-do list for 2026. But as public approval ratings for President Trump continue to decline and midterm elections loom, higher education policy experts across the political spectrum say congressional conservatives could be running out of time.

    The push for more affordable higher education has been gaining momentum for years, and while it was a common refrain at the committee level in 2025, complex and sweeping debates over tax dollars soaked up much of lawmakers’ attention.

    First, the Republicans passed their signature piece of legislation, the One Big Beautiful Bill Act, which cut taxes for wealthy individuals, increased them for elite universities and overhauled the student loan system. Then, they turned their attention to disagreements on the federal budget—an impasse that led to the record 43-day government shutdown.

    But in the few cases where members of the GOP did get to home in on college cost issues, whether via legislation or hearings, an underlying theme emerged—holding colleges accountable for their students’ return on investment.

    Higher education experts have no doubt that concern will continue in 2026, but Congress won’t have the time or the oxygen needed to nail down real changes unless they figure out how to fund the government, which runs out of money again Jan. 31.

    “The Republican majority is very conscious that it may be on the clock, and this would argue for trying to move rapidly and get things done,” said Rick Hess, a senior fellow and director of education policy studies at the American Enterprise Institute, a right-leaning think tank. “But with the narrow and fractious House majority, the way the budget is going to chew up time going into January and the pressure on the Senate to get judges confirmed, it’s just going to be a challenge for them to find much time to move further higher ed–related legislation.”

    Legislative Actions

    Republicans spent much of 2025 using their control of Congress and the White House to pass what many industry leaders have described as the largest overhaul to higher education policy in more than a decade—the One Big Beautiful Bill Act. And while policy experts were initially skeptical that this multi-issue package could pass given the complex, restrictive nature of a legislative process called reconciliation, the GOP found a way.

    The final bill, signed into law July 4, served as a major win for the GOP, expanding federal aid for low-income students to include nontraditional short-term training programs, limiting loans for graduate students, consolidating the number of repayment plans and increasing taxes on wealthy colleges, among other provisions.

    Conservative policy experts like Hess praised the overhaul as “a much-needed and positive set of changes.”

    “There’s certainly more that can be done, but I think it moved us in a substantially better direction than we’ve been,” he added.

    But aside from OBBBA, little legislation concerning colleges and universities advanced. Only one bill tracked by Inside Higher Ed, the Laken Riley Act, reached the president’s desk. That law gave state attorneys general increased power over visas that could affect some international students and scholars. Others, including the Protection of Women and Girls in Sports Act, a bill that forbids trans women from participating in women’s sports, and the DETERRENT Act, a bill designed to restrict foreign academic partnerships, made it out of the House in a matter of weeks but then got stuck in the Senate.

    The story of 2025 in higher ed is a big, dramatic one, but it’s almost entirely one of executive branch activity.”

    —Rick Hess, AEI

    So when asked what congressional accomplishments stood out from 2025, progressive policy experts told Inside Higher Ed they didn’t see much. The things that did happen, they added, hurt students and institutions more than they helped.

    “‘Accomplishments’ is not really the word I would use considering the challenges that higher education faced this year,” said Jared Bass, senior vice president of education at the Center for American Progress. “I don’t think that Congress actually met the moment for affordability or defending and preserving higher education.”

    Instead, he said, legislators placed the burden of cost on the backs of students.

    “The Republican argument is by cutting access to these loans they’ll actually drive down costs. But we’ll have to wait and see if that happens,” he explained. “But I would say it didn’t actually make college more affordable. It just made resources less available.”

    Hearings Highlight Priorities

    Congress did, however, hold a number of higher ed–related hearings to dive into their priorities, which included improving the transparency of financial aid offers, establishing stronger records of the skills students gain and elevating ideological concerns like allegedly illegal use of diversity, equity and inclusion practices and liberal biases in the Truman Scholarship program.

    Although the House Committee on Education and Workforce hosted a greater number of higher ed hearings, some of the more notable panels came from the Senate Health, Education, Labor and Pensions Committee.

    “They actually wanted to put the ‘E’ back in HELP and focus on education issues,” said Emmanual Guillory, senior director of government relations at the American Council on Education, a leading higher ed lobbying group. “That wasn’t really the case under prior leadership. So that was good.”

    Chairman Bill Cassidy, a Republican from Louisiana, right, and ranking member Sen. Bernie Sanders, Independent of Vermont, lead the Senate Health, Education, Labor and Pensions Committee.

    Tom Williams/CQ–Roll Call Inc./Getty Images

    Much of the shift in interest, Guillory added, was likely tied to new leadership. This was the first year that Sen. Bill Cassidy, a Louisiana Republican, held the gavel. In the last Congress, Cassidy had served as ranking member.

    The House Committee on Education and Workforce also had new leadership, as Rep. Virginia Foxx of North Carolina handed the baton to Rep. Tim Walberg from Michigan. But it was the Senate’s tactics that led to more meaningful legislative progress in ACE’s view.

    “Mr. Walberg may have pushed a slightly more aggressive agenda. The House definitely had more hearings in the higher ed space and tackled more hard-punching issues, but in the Senate they took a different approach,” Guillory said. “When it came to those difficult issues and conversations, the Senate chose to discuss those a bit more quietly and really work on solutions with stakeholder groups and ask, ‘How can we be influential with actual legislation?’”

    Tim Walberg is in focus at the center of the frame, sitting next to Rep. Bobby Scott of Virginia, the ranking member. Walberg is a white man with thinning gray hair and glasses, and Scott is an older Black man with white hair and square-framed glasses.

    Chairman Tim Walberg took over the House Education and Workforce Committee in 2025.

    Andrew Harnik/Getty Images

    When asked for their reflections on the year, Cassidy and Walberg pointed to OBBBA, which they touted as a historic reform to drive down college costs and limit students from taking on insurmountable debt. But while Walberg then looked back to the ongoing antisemitism discussions and concerns about “hostile learning environments,” Cassidy touted his legislation aimed at helping students better understand the cost of college.

    “College is one of the largest financial investments many Americans make, but there is little information to ensure students make the right decision,” he said. “That is why I introduced the College Transparency Act to empower families with better information so they can decide which schools and programs of study are best suited to fit their unique needs and desired outcomes.”

    Democrats Fight Back

    Meanwhile, Democrats in both chambers said they were forced to spend much of their time and attention maintaining the Department of Education, an agency they say is needed to do much of the work to fulfill Republicans’ priorities, be it addressing antisemitism and other civil rights issues or driving down college costs.

    From his early days on the campaign trail in 2024, Trump has promised to dismantle the department, and starting in March of 2025, he began doing so—all without congressional approval.

    First, the president laid off nearly half of the agency’s staff. Then, just a week later, he signed an executive order directing Education Secretary Linda McMahon to close down the department “to the maximum extent appropriate and permitted by law.”

    Later, he tried to slash federal spending, redistribute grant dollars and use the government shutdown to lay off even more employees. Most recently, Trump approved a series of six interagency agreements that reallocate many of ED’s responsibilities to other agencies.

    Through it all, the Democrats repeatedly decried his “attack” on higher ed. They used statements, town halls and demonstrations outside the department to draw attention to decisions they said would be “detrimental” to “students, teachers and educators.”

    Lawmakers stand at a podium outside the Education Department building, dressed for winter.

    Lawmakers tried to access the Education Department in February but were denied entry.

    Katherine Knott/Inside Higher Ed

    Rep. Bobby Scott, a Virginia Democrat and ranking member of the House education committee, said he has spent much of his year in defense mode, pushing back against each of these actions.

    “The administration has been dismantling the Department of Education, making access to education much less available,” he said. “And we’ve been trying to keep it together.”

    But both Scott and Sen. Patty Murray, a Washington Democrat and former educator, acknowledged that as members of the minority, they can only do so much. A few Republicans have joined them in voicing concern about specific issues, but not enough, they say.

    “We’ve had some successes—forcing some funding to be restored and rejecting, for example, President Trump’s push to slash Pell Grants by half in our draft funding bill for the coming year—but ultimately, we need a whole lot more bipartisan outrage and pushback from Republicans to truly start to undo the sweeping damage Trump has already caused,” Murray said.

    And it wasn’t just Democrats who raised concerns.

    “Congress has done very little to ask important questions, to ask the executive branch to justify some of the actions it is taking,” said Hess from AEI. “Hill Republicans are very much marching in lockstep to what the White House asks. The story of 2025 in higher ed is a big, dramatic one, but it’s almost entirely one of executive branch activity.”

    What’s Ahead in 2026?

    Now that congressional Republicans have completed a number of the tasks they set for themselves back in January 2025, most experts say two remaining items—college cost and accreditation reform—will be top priorities in 2026.

    Most sources Inside Higher Ed spoke with anticipated that college cost reduction and transparency would be addressed first, largely because related bills made it out of a House committee in December and senators held a hearing on the topic. The bills, which would standardize financial aid offers and create a universal net price calculator, have already gained some significant bipartisan support.

    Meanwhile, many remain skeptical of Republicans’ proposals for accreditation. Although no exact legislative language has been released, GOP lawmakers and Trump officials at the Department of Education have called for a major overhaul to not only ensure better student outcomes but also to deconstruct a what they see as a systemic liberal bias.

    “I would hope to see a focus on accreditors taking an active role and not just sort of a check-the-box approach to quality assurance,” said Carolyn Fast, director of higher education policy at the Century Foundation, a left-leaning think tank. “What I’m concerned about is some of the efforts to reform accreditation don’t seem necessarily as concerned about making sure that the system is working in terms of their role as gatekeepers of federal funds … but more about political and cultural war issues.”

    Bass from CAP said that he will be keeping a close eye on the midterm election campaign trail for a pulse on higher ed policy in general this year, as it gives the public a chance to speak up and direct change.

    “I’m curious to see how conversations about affordability play out, not just for higher education or education over all, but just for the country,” he said. “There are going to be over 30 gubernatorial races next year, and the debate gets shaped over key issues like higher education, like college costs, like affordability. So it will be very interesting to see how both parties are going to show up.”

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  • School closures are accelerating in rural America. But research on whether they help students is mixed

    School closures are accelerating in rural America. But research on whether they help students is mixed

    by Chris Berdik, The Hechinger Report
    January 5, 2026

    PEACHAM, Vt. — Early on a chilly fall morning in this small Vermont town, Principal Lydia Cochrane watched a gaggle of kids chase one another and a soccer ball around their school recess yard. Between drop-off and first bell, they were free, loud and constantly moving. 

    With only about 60 students in prekindergarten through sixth grade, Peacham Elementary is the sort of school where all the kids know one another and locals regularly respond to calls for supplies and volunteers for field trips and other school activities. Cochrane gestured at the freshly raked wood chips around the swings and climbing structures, one of many tasks Peacham families completed at a recent community workday.

    “With a small school, the families know how crucial it is to support it and ensure it succeeds, and so they show up for it,” said Cochrane. 

    Peacham is also a type of school that’s disappearing nationwide, as education systems grapple with plunging enrollments and rising costs. Amid declining birth rates and growing competition from private-school voucher programs, the number of students in U.S. public schools dropped about 2.5 percent between 2019 and 2023, according to the most recent federal data. Fewer students leads to higher per-pupil spending, because district staffing and other expenses largely remain in place despite enrollment drops, and states are increasingly trying to escape the education budget crunch via school consolidation: In the past three years alone, at least 10 states have considered measures to mandate or incentivize district mergers

    These pressures are especially keen in rural areas where the smallest schools predominate and play an outsized role in community life. Vermont, the nation’s most rural state, has lost about 20 percent of its K-12 public school student population in the past two decades. That’s helped push per-pupil costs and property taxes to the breaking point. Early in 2025, the state’s governor and education secretary released a plan to overhaul Vermont education, proposing massive district consolidation as the foundation for sweeping changes in school funding, curricula and academic standards. 

    The Legislature responded with its own comprehensive plan, which passed last summer as Act 73, calling for a minimum of 4,000 students per district, a threshold now met by only 1 of the state’s 119 districts. 

    District mergers are not the same as school closures, but one invariably leads to the other, as they have in Vermont’s other recent waves of district consolidations. The scope of Act 73’s proposals have ignited intense pushback from people fearing the loss of local control over education, even from a majority of the task force created to map options for bigger districts. 

    This month, the state Legislature will consider whether to push forward or completely rethink the process, a debate that will be closely watched by rural education advocates nationwide. Backers of school consolidation maintain that the crises of declining enrollment, falling test scores and tight education budgets demand a bold response and that consolidating schools is necessary to control costs and more equitably distribute resources and opportunities. 

    Opponents say the evidence that widespread school consolidation saves money — or helps students — is mixed at best, and that success depends highly on local context. They want any mergers and closings to be voluntary and done with a clear-eyed accounting of what’s to be gained and lost. 

    Related: A lot goes on in classrooms from kindergarten to high school. Keep up with our free weekly newsletter on K-12 education.

    Vermont’s student-teacher ratio of 11 to 1 is the lowest in the nation, and the state now spends nearly $27,000 per student, second only to New York State. That has triggered spikes in local taxes: In 2024, Vermonters facing double-digit property tax increases subsequently rejected nearly one-third of school budgets when they next went to the polls.

    The school budget revolts led Republican Gov. Phil Scott and his recently appointed education secretary, Zoie Saunders, to propose an education overhaul in January 2025 that would have divided the state into five regional districts serving at least 10,000 kids each. That plan was then superseded by Act 73, which created a redistricting task force of lawmakers and education leaders to map options for the Legislature to consider when it returns to work this month. 

    Saunders argues that school consolidation is key to the broader education transformation that Vermont needs in order to tackle several interconnected challenges, including rising student mental health issues, falling test scores and stubborn achievement gaps. “Many of these issues are hard to solve unless we address our issues around scale and funding,” she said in an interview. “We had to think about reform in a way that was going to focus on funding, quality and governance, because they’re all connected.”

    The state has consolidated schools several times before. Most notably, in 2015, Act 46 triggered several years of mergers — first voluntary, then required — that eliminated dozens of districts and led many small schools to close. 

    Jessica Philippe, a Peacham parent who was on the school board at the time, recalled the worry that the district and its elementary school would be swallowed up. Many of Vermont’s smallest districts, including Peacham, operate only an elementary school and cover the higher grades by paying tuition for students to attend public or certain private schools outside the district. 

    “It seems like this is a cycle we have to go through,” she said. “Every five or 10 years, we have to fight to keep this place, because people from away think, oh, that’s just a few kids we have to disperse.”

    The Peacham school board fended off that threat by showing the state board of education ample data that Peacham Elementary was viable and that there wasn’t much money to be saved from a merger. In fact, the state has never done a full financial analysis of Act 46. At the very least, the mergers failed to stem the spending and tax hikes that triggered Act 73.  

    The only comprehensive accounting of Act 46 was done by a Vermont native, Grace Miller, for her 2024 undergraduate thesis at Yale University where she studied economics and education. In her analysis of 109 districts between 2017 and 2020, she found that mergers did yield some savings, but it was soaked up by new spending such as higher salaries in newly combined districts and higher costs to bus students to and from schools farther away.

    Meanwhile, some of the fastest-growing educational costs in Vermont are arguably outside school and district control, such as skyrocketing health care premiums, which account for about 15 percent of district spending. According to data from KFF (formerly the Kaiser Family Foundation), Vermonters pay the highest “benchmark” health care premiums of any state, nearly $1,300 a month, almost double what they paid just five years ago. The state has also shifted other financial burdens onto districts, such as capital construction costs for schools, which the state hasn’t funded in nearly two decades.

    “We need to be focused on those core cost drivers,” said Rebecca Holcombe, a Vermont state representative and member of the redistricting task force, “not because there aren’t small schools that are inefficient and might not make it, but because even if we addressed them, we’d barely touch the real problem.” 

    Holcombe, who was the state’s education secretary when Act 46 passed, believes some school consolidation makes sense for Vermont, but not mandated mergers, especially at the scale proposed by Act 73. She was among the eight of 11 task force members who voted not to include maps of new, bigger district options in their final report in early December.  

    Instead they proposed a 10-year plan to create five regional “cooperative education service areas” where districts would pool resources to coordinate services — such as transportation, special education and professional development — and generate savings through scale. It also proposed that the state offer financial incentives to districts that voluntarily merge, centered on creating or strengthening high schools to serve students from combined districts and beyond. 

    Speaking to reporters, Gov. Scott admonished the task force a few days after its members voted to forward only the shared services plan to the state Legislature without mapping options for consolidating districts. “They didn’t redraw the lines,” he said. “They failed.” 

    When lawmakers reconvene on Jan. 6, it’s unclear how they’ll handle recommendations from a task force that arguably rebuked its founding legislation. They could ignore the task force and create their own maps of 4,000-student districts. They might amend Act 73 to fit the task force’s proposal. 

    Or they might start fresh. 

    Related: A school closure cliff is coming. Black and Hispanic students are likely to bear the brunt

    Seated in her office at Doty Memorial School in Worcester, a small Vermont town north of Montpelier, Principal Gillian Fuqua choked up when explaining her change of heart — from opposing to supporting a plan to close the school she’s overseen since 2019. Doty has about 60 K-6 students this year, and Fuqua slides a paper across her desk showing projections based on town birth records that enrollment could drop to 40 by the fall of 2028. 

    “It’s absolutely heartbreaking to me,” she said. “But we have to think about what we want for our kids, and we’re not in a good place right now.”

    Worcester is one of five towns merged into a single district by Act 46 in 2019. For two years in a row, the district has considered closing Doty, which would require voter approval. Last year, the plan was shelved without a vote after residents protested. But now a vote has been scheduled for February 10. 

    This past fall, when the district restarted consolidation discussions, Fuqua joined the “configuration committee” and dropped her previous opposition to closing the school. It already must combine two grades in classrooms to meet state minimums for class size. Fuqua worried that if classes shrink further, teachers might struggle to foster soft skills such as teamwork, collaborative problem solving and navigating a diversity of opinions. A larger school, she continued, could also support a full-time instrumental music teacher instead of the one-day-a-week instructor that Doty kids get, as well as a full-time librarian. 

    Indeed, there is ample evidence from Vermont and other states that merged schools can expose students to more and varied learning opportunities. A report released in 2024 by the Vermont Agency of Education, based on surveys and superintendent interviews from seven districts that merged early in the Act 46 era, highlighted merged districts saving, adding or restarting school offerings such as literacy intervention services, world languages and after-school extracurricular activities. 

    Nevertheless, education researchers stress that sending students to a bigger school with more resources doesn’t necessarily mean improved academic achievement or well-being. “These students are often experiencing an enormous transition, and there are a whole bunch of factors that can affect that,” said Mara Tieken, an education professor at Bates College who studies school consolidation. 

    School closings tend to be in more disadvantaged areas, for instance, and students there now take longer bus rides that cut into time for studying, sleep and after-school programs. Another variable is whether students from a closed school all transfer to the same new school, or are “starburst” out because no single school can accommodate them all. Tieken said it takes serious planning “to smooth that transition for new students, to create a culture that’s welcoming.”

    Research on student outcomes following school mergers reflects this tangle of factors. Some studies indicate that consolidation improves test scores, especially when students move to higher-performing schools. Others find little academic impact or lower performance in the first years after merging, more missed school days and behavioral issues and longer-term disadvantages in college graduation, employment and earnings as young adults

    “The answer to virtually every question about school consolidation is: It depends,” said Jerry Johnson, director of the Rural Education Institute and professor of educational leadership at East Carolina University, who has researched school consolidation for decades. 

    Related: Merger madness? When schools close — forever 

    Whatever might be gained from a merger, many Doty parents (and students) remain opposed. In interviews, several said their tiny school provides something incredibly valuable and increasingly rare: human connection and community. In places like Worcester, a local school is one of the few spaces that regularly brings folks together and serves as a magnet for the young families that sustain small-town life.

    Rosie Close, a fifth grader at Doty, described a tradition of students making and serving  soup at the town’s free “community lunch” held every Wednesday at the town hall. “If they closed Doty,” she said, “that would kind of take away part of the town, too.”

    While some Doty families had deep roots in the area, others moved to town more recently, including Caitlin Howansky, mother of a third grader. Howansky grew up in New York City, where she went to an elementary school with more than 30 kids per class.

    “Nobody outside of that classroom necessarily knew my name or knew me as a whole person. I was just one of the crowd,” she said. 

    By contrast, Howansky said, the teachers at Doty “know every kid’s strengths and weaknesses across the whole building.”

    That doesn’t mean that she and her neighbors are blind to demographic or economic realities, especially when housing, health care and so much else is getting more expensive. Early in December, for instance, Vermonters learned that property taxes would likely be spiking again next year, by nearly 12 percent on average.

    “A lot of people are saying, if we fight this again, are they just going to come back and try again next year?” Howansky said. “And is it fair to the children to live under this constant threat and this constant stress of not knowing?”

    She still thinks the fight against a merger is worth it, but said, “Everyone has to figure out where to draw their individual line.”

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

    This story about rural school closures 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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  • 5 lessons learned from top school administrators in 2025

    5 lessons learned from top school administrators in 2025

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    In 2025, K-12 Dive’s conversations with school and district leaders covered best practices, challenges overcome and lessons learned on a variety of topics, from providing remediation to students to engaging with school communities. As 2026 gets underway, we’re taking a look back at those conversations to spotlight five key takeaways that offer guidance and insight as you enter the second half of the school year.

    Keep an ear out for the voices that aren’t always heard

    “I am responsive to the community I’m serving, a true public servant. And in our community here, the historically marginalized populations are sometimes not invited and, in certain cases, are just simply invisible. What I try to do … is not to put them to the side — because that would be inappropriate as well — but I hear them loud and clear.

    This is a headshot of Alex Marrero, superintendent of Denver Public Schools in Colorado.

    Alex Marrero

    Permission granted by Denver Public Schools

     

    “I’m concerned about the community member who may not be the fifth-generation Coloradan but is in Colorado because they migrated here. I’m concerned about those who have a different way of seeing education. The cultural component plays a major part.

    “There’s certain cultures where they don’t feel like they should say what the school system should do, because where they’re from, the school system is usually right and ‘Who are they to impose their thoughts?’ How can I empower them to say, ‘That’s not how we function here?’ That’s the hardest part.”

    Alex Marrero, superintendent of Denver Public Schools in Denver, Colorado

    Remediation doesn’t have to feel like ‘baby work’

    “Sometimes, people think middle school students will feel embarrassed that they are lacking in some skills. And you do have some students that do feel that way.

    This is a headshot of Thelma Ramsey-Bryant, principal of John L. Costley Middle School in East Orange, New Jersey.

    Thelma Ramsey-Bryant

    Permission granted by Thelma Ramsey-Bryant

     

    “We find that sometimes students have behavior issues, and when you get to the root of what the behavior issues are, it’s because they have difficulty reading, and they don’t want other students to know, so they act out.

    “We started talking to students about, ‘We want to help you with your reading, and these are the ways that we’re going to do it.’ I had a teacher here who was able to reach the students in a way that didn’t make it feel like it was baby work. We presented them with things that were on their level, but helped them understand that this was going to make them better readers, and they actually gravitated toward it, and they appreciated it.”

    Thelma Ramsey-Bryant, principal of John L. Costley Middle School in East Orange, New Jersey

    When adopting new tech, think first about schools’ needs

    “The biggest thing is just not to be scared, but to ask specifically, ‘What is it that we need? What need are we trying to address?’

    This is a headshot of Scott Langford, director of schools for Sumner County Schools in Tennessee.

    Scott Langford

    Permission granted by Scott Langford

     

    “I think [artificial intelligence] is best suited right now to meet needs that are defined, like individualized or niche needs that a school might have. … If you identify the need, there are plenty of great AI companies out there. 

    “You also need to talk to not just a sales rep but the CEO or someone fairly high up in the company. In the past, it was just, ‘You can have whatever you want as long as it looks like this, and then you bend what you’re doing to what we produced.’ Now, the best AI companies will almost custom-build a product to meet the needs of your school or district.”

    Scott Langford, superintendent of Sumner County Schools in Gallatin, Tennessee

    Some forms of communication cross language barriers

    “Graphs and charts are universal. It’s really helpful to show a family the picture of [a student’s] growth trajectory, to show them the growth line of other students in that grade level in that school versus the national average versus their own student.

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

    Heidi Sipe

    Permission granted by Heidi Sipe

     

    “It’s really helpful to drive home the point of ‘Look how much they’ve grown’ or ‘Wait a minute. We have real concerns.’ … Especially when we can see those positive growth trajectories, that’s just really comforting to parents to see that their child is on track.

    “And even if they’re not where they need to be for achievement yet, if they’re growing at or above their peers, we know they’re going to hit that growth trajectory or that growth target, and they’re on the right trajectory. That’s good for parents to hear.”

    Heidi Sipe, superintendent of Umatilla School District in Umatilla, Oregon

    Every role matters in a district turnaround

    “I mean, we were growing [academically] before the pandemic, and it kind of gets lost in the mix, because a lot of districts haven’t grown much since the pandemic. Some haven’t even returned to their original scores they had pre-pandemic. We rebounded very fast.

    This is a headshot of Darin Brawley, superintendent of Compton Unified School District in California.

    Darin Brawley

    Permission granted by Compton Unified School District

     

    “There’s a lot we need to credit to that. First off, we have a fabulous teaching staff, and we also have great administrators and great students who work toward the common goal of continuous improvement. We have a process in place that really is modeled after Malcolm Baldridge’s performance excellence standards, where we’re constantly benchmarking our performance against our surrounding competitors — aka surrounding school districts — and identifying those districts that we want to perform better than.

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  • Our top education stories of 2025

    Our top education stories of 2025

    Our top education stories of 2025

    Note that the first one from this “media” outlet for school choice (and by “for” I do mean in favour of) is focused on the proposed Catholic cyber charter school.

    Why We Do This

    Fact-based, nonprofit journalism is the key to shaping better outcomes for America’s students. Support us this holiday season and be part of the solution.

    Good morning,

    We hope you’re enjoying a restful holiday season. At The 74, we’ve been reflecting on a dizzying year in education news. From the dismantling of the Education Department to immigration crackdowns that spurred concerned families to keep children home from school (or leave the country altogether) to why kids aren’t reading for fun anymore and artificial intelligence in the classroom, we have covered a vast array of important stories this year. Below is a roundup of some of our biggest, most important stories of 2025.

    And, in case you missed them earlier this month, we are reupping our lists of the most talked-about and impactful education essays of 2025, the best charts of the year and our annual Jealousy List.

    And a programming note: We’ll be taking a break from our regular lineup of newsletters for the rest of the week. We wish you all a happy and healthy New Year!

    When it comes to education news, 2025 was unprecedented. Tectonic shifts to education policy and child welfare were set in motion — and at a dizzying pace. Plus, many other storylines were playing out, including literacy, the state of teacher pay and the challenges educators face as they grapple with the rapid adoption of artificial intelligence. And we expanded our coverage to include crucial issues facing early child care and education. We hope you take the time to read (and share) these impactful stories. Here are some of the highlights:

    • Supreme Court: The Justice, the Professor and the Friendship That Could Rattle a Pivotal Religious Charter School Case

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  • Top Los Angeles Teacher Encourages Kids To Make a Mess in Her Class – The 74

    Top Los Angeles Teacher Encourages Kids To Make a Mess in Her Class – The 74


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    By the time the morning bell rings at Rosewood STEM Magnet, Urban Planning and Urban Design, Monika Heidi Duque has already been in her classroom for hours — reviewing lesson plans, setting out materials, and greeting students by name.  

    Duque, who has taught at the award-winning, urban planning-themed LAUSD elementary school in West Hollywood for 18 years, was one of four teachers named as finalists by the state education department for the 2026 California Teachers of the Year in October. She was the only LAUSD teacher to receive the honor.

    Duque works hard to create a free-flowing vibe in her first-grade classroom to promote the creativity of her students, describing the scene as the “best kind” of messy.  

    “It’s a place where my students are able to wonder, to be curious, to take risks, to be able to make things with their hands and minds,” said Duque, who has been a teacher in Los Angeles Unified since 2000. 

    “It’s a place where you can tell learning is happening,” she said of her classroom. 

    The veteran teacher’s freewheeling approach is apparent in her classroom but there’s a method to the mayhem. Everything her students do is somehow tied back to the school’s theme of urban planning and urban design, topics Duque admits could be heady for her 6-year-old students, were it not for her approach to the subjects, which links them to kids’ everyday lives. 

    On a recent school day, students in Duque’s class were drawing pictures of designs for a new community space in Griffith Park after she noticed a news report about the city’s struggle to repurpose the area formerly used for pony rides.   

    Students drew pictures of their ideas for the space, coloring construction paper using markers and drawing their visions for forests and lazy rivers that could be installed in L.A.’s historic park.  

    In subsequent parts of the project, Duque said, students will create three-dimensional models of their ideas for the part using recycled materials such as cardboard and paper.  

    “We’re making an arcade that’s called Fun Time, and then we put a petting zoo next to it called Pig Pig,” said Ben, a student in Duque’s class, who was working on a drawing with a few classmates. “I wonder if it will really happen.”

    Duque often pulls ideas for lessons from real-life events in L.A., finding the sprawling and diverse city offers no shortage of inspiration for classroom activities tied to urban planning. 

    “I just keep my eyes and ears to the news, and I just see what’s happening in our community, and I just get ideas from there,” she said. 

    A favorite lesson from a few years ago was based on an experience the teacher had while walking her dog in Griffith Park, when a coyote approached the two and nearly attacked Duque’s pet. 

    Feral coyotes are common in L.A. and such experiences aren’t unusual, but this event inspired Duque to create a lesson for students to create outfits for pets to repel predatory coyote attacks.

    Students created costumes for pets that featured things known to deter coyotes, such as flashing lights. One student liked the project so much she created a picture book about the lesson with her parents, a copy of which Duque keeps displayed on the wall in her class. 

    “It’s another example of how I really look at what’s in our city, what’s in the news, and what’s relevant to kids and our lives,” the teacher said. 

    Duque’s relentless curiosity and enthusiasm make her a natural leader among her colleagues at Rosewood, said the school’s principal, Linda Crowder.

    “She is a lifelong learner,” Crowder said. “She gets something and she runs with it.”


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