Maraida Caraballo Martinez has been an educator in Puerto Rico for 28 years and the principal of the elementary school Escuela de la Communidad Jaime C. Rodriguez for the past seven. She never knows how much money her school in Yabucoa will receive from the government each year because it isn’t based on the number of children enrolled. One year she got $36,000; another year, it was $12,000.
But for the first time as an educator, Caraballo noticed a big difference during the Biden administration. Because of an infusion of federal dollars into the island’s education system, Caraballo received a $250,000 grant, an unprecedented amount of money. She used it to buy books and computers for the library, white boards and printers for classrooms, to beef up a robotics program and build a multipurpose sports court for her students. “It meant a huge difference for the school,” Caraballo said.
Yabucoa, a small town in southeast Puerto Rico, was one of the regions hardest hit by Hurricane Maria in 2017. And this school community, like hundreds of others in Puerto Rico, has experienced near constant disruption since then. A series of natural disasters, including hurricanes, earthquakes, floods and landslides, followed by the coronavirus pandemic in 2020, has pounded the island and interrupted learning. There has also been constant churn of local education secretaries — seven in the past eight years. The Puerto Rican education system — the seventh-largest school district in the United States — has been made more vulnerable by the island’s overwhelming debt, mass emigration and a crippled power grid.
Maraida Caraballo Martinez has been an educator in Puerto Rico for 28 years and is now the principal of an elementary school. Her school has been slated for closure three times because of mass emigration from the island. Credit: Kavitha Cardoza for The Hechinger Report
Under President Joe Biden, there were tentative gains, buttressed by billions of dollars and sustained personal attention from top federal education officials, many experts and educators on the island said. Now they worry that it will all be dismantled with the change in the White House. President Donald Trump has made no secret of his disdain for the U.S. territory, having reportedly said that it was “dirty and the people were poor.” During his first term, he withheld billions of dollars in federal aid after Hurricane Maria and has suggested selling the island or swapping it for Greenland.
A recent executive order to make English the official language has worried people on the island, where only 1 in 5 people speak fluent English, and Spanish is the medium of instruction in schools. Trump is seeking to eliminate the U.S. Department of Education and has already madesweeping cuts to the agency, which will have widespread implications across the island. Even if federal funds — which last year made up more than two thirds of funding for the Puerto Rican Department of Education, or PRDE — were transferred directly to the local government, it would likely lead to worse outcomes for the most vulnerable children, say educators and policymakers. The PRDE has historically been plagued by political interference, widespread bureaucracy and a lack of transparency.
And the local education department is not as technologically advanced as other state education departments, nor as able to disseminate best practices. For example, Puerto Rico does not have a “per pupil formula,” a calculation commonly used on the mainland to determine the amount of money each student receives for their education. Robert Mujica is the executive director of the Puerto Rico Financial Oversight and Management Board, first convened under President Barack Obama in 2016 to deal with the island’s financial morass. Mujica said Puerto Rico’s current allocation of education funds is opaque. “How the funds are distributed is perceived as a political process,” he said. “There’s no transparency and there’s no clarity.”
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In 2021, Miguel Cardona, Biden’s secretary of education, promised “a new day” for Puerto Rico. “For too long, Puerto Rico’s students and educators were abandoned,” he said. During his tenure, Cardona signed off on almost $6 billion in federal dollars for the island’s educational system, leading to a historic pay increase for teachers, funding for after-school tutoring programs, hiring of hundreds of school mental health professionals and the creation of a pilot program to decentralize the PRDE.
Cardona designated a senior adviser, Chris Soto, to be his point person for the island’s education system to underscore the federal commitment. During nearly four years in office, he made more than 50 trips to the island. Carlos Rodriguez Silvestre, the executive director of the Flamboyan Foundation, a nonprofit in Puerto Rico that has led children’s literacy efforts on the island, said the level of respect and sustained interest felt like a partnership, not a top-down mandate. “I’ve never seen that kind of attention to education in Puerto Rico,” he said. “Soto practically lived on the island.”
Soto also worked closely with Victor Manuel Bonilla Sánchez, the president of the teachers union, Asociación de Maestros de Puerto Rico, or AMPR, which resulted in a deal in which educators received $1,000 more a month to their base salary, a nearly 30 percent increase for the average teacher.“It was the largest salary increase in the history of teachers in Puerto Rico,” Bonilla said, though even with the increase, teachers here still make far less money than teachers on the mainland.
One of the biggest complaints Soto said he heard was how rigid and bureaucratic the Puerto Rico Department of Education was, despite a 2018 education reform law that allows for more local control. The education agency — the largest unit of government on the island, with the most employees and the biggest budget — was set up so that the central office had to sign off on everything. So Soto created and oversaw a pilot program in Ponce, a region on the island’s southern coast, focusing on decentralization.
For the first time, the local community elected an advisory board of education, and superintendent candidates had to apply rather than be appointed, Soto said. The superintendent was given the authority to sign off on budget requests directly rather than sending them through officials in San Juan, as well as the flexibility to spend money in his region based on individual schools’ needs.
In the past, that wasn’t a consideration: For example, Yadira Sanchez, a psychologist who has worked in Puerto Rican education for more than 20 years, remembers when a school got dozens of new air conditioners even though it didn’t need it. “They already had functioning air conditioners,” she said, “so that money was lost.”
The pilot project also focused on increasing efficiency. For example, children with disabilities are now evaluated at their schools rather than having to visit a special center. And Soto says he tried to remove politics and increase transparency around spending in the PRDE as well. “You can improve invoices, but if your political friends are getting the work, then you don’t have a good school system,” he said.
A school bus under a tree that fell during Hurricane Maria, which hit the island of Puerto Rico in September 2017. More than a year later, it had not been removed. Credit: Al Bello/Getty Images for Lumix
Under Biden, Puerto Rico also received a competitive U.S. Department of Education grant for $10.5 million for community schools, another milestone. And the federal department started including data on the territory in some education statistics collected. “Puerto Rico wasn’t even on these trackers, so we started to dig into how do we improve the data systems? Unraveling the data issue meant that Puerto Rico can properly get recognized,” Soto said.
But already there are plans to undo Cardona’s signature effort in Ponce. The island’s newly elected governor, Jenniffer González Colón, is a Republican and a Trump supporter. The popular secretary of education, Eliezer Ramos Parés, returned earlier this year to head the department after leading it from April 2021 to July 2023 when the governor unexpectedly asked him to resign — not an unusual occurrence within the island’s government, where political appointments can end suddenly and with little public debate. He told The Hechinger Report that the program won’t continue in its current form, calling it “inefficient.”
“The pilot isn’t really effective,” he said, noting that politics can influence spending decisions not only at the central level but at the regional level as well. “We want to have some controls.” He also said expanding the effort across the island would cost tens of millions of dollars. Instead, Ramos said he was looking at more limited approaches to decentralization, around some human resource and procurement functions. He said he was also exploring a per pupil funding formula for Puerto Rico and looking at lessons from other large school districts such as New York City and Hawaii.
While education has been the largest budget item on the island for years, it’s still far less than any of the 50 states spend on each student. Puerto Rico spends $9,500 per student, compared with an average of $18,600 in the states.
The U.S. Department of Education, which supplements local and state funding for students in poverty and with disabilities, has an outsized role in Puerto Rico schools. On the island, 55 percent of children live below the poverty line, compared with 17 percent in the 50 states; for students in special education, the figures are 35 percent and 15 percent, respectively. In total, during fiscal year 2024, more than 68 percent of the education budget on the island comes from federal funding, compared to 11 percent in U.S. states. The department also administers Pell Grants for low-income students — some 72 percent of Puerto Rican students apply — and supports professional development efforts and initiatives for Puerto Rican children who move back and forth between the mainland and territory.
Linda McMahon, Trump’s new education secretary, has reportedly said that the government will continue to meet its “statutory obligations” to students even as the department shuts down or transfers some operations and lays off staff. The U.S. Department of Education did not respond to requests for comment.
Some say the Biden administration’s pouring billions of dollars into a troubled education system with little accountability has created unrealistic expectations and there’s no plan for what happens after money is spent. Mujica, the executive director of the oversight board, said the infusion of funds postponed tough decisions by the Puerto Rican government. “When you have so much money, it papers over a lot of problems. You didn’t have to deal with some of the challenges that are fundamental to the system.” And he said there is little discussion of what happens when that money runs out. “How are you going to bridge that gap? Either those programs go away or we’re going to have to find the funding for them,” Mujica said.
He said efforts like the one in Ponce to bring decision making closer to where the students’ needs are is “vitally important.” Still, he said he’s not sure the money improved student outcomes. “This was a huge opportunity to make fundamental changes and investments that will yield long-term results. I’m not sure that we’ve seen the metrics to support that.”
Puerto Rico is one of the most educationally impoverished regions, with academic outcomes well below the mainland. On the math portion of the National Assessment of Educational Progress, or NAEP, a test that students across the U.S. take, just 2 percent of fourth graders in Puerto Rico were proficient, the highest score ever recorded for the island, and zero percent of eighth graders were. Puerto Rican students don’t take the NAEP for reading because they learn in Spanish, not English, though results shared by Ramos at a press conference in 2022 showed only 1 percent of third graders were reading at grade level.
There are some encouraging efforts. Flamboyan Foundation, the nonprofit in Puerto Rico, has been leading an island-wide coalition of 70 partners to improve K-3 literacy, including through professional development. Teacher training through the territory’s education department has often been spotty or optional.
The organization now works closely with the University of Puerto Rico and, as part of that effort, oversees spending of $3 million in literacy training. Approximately 1,500 or a third of Puerto Rico’s K-5 teachers have undergone the rigorous training. Educators were given $500 as an incentive for participating, along with books for their classrooms and three credit hours in continuing education. “It was a lot of quality hours. This was not the ‘spray and pray’ approach,” said Silvestre. That effort will continue, according to Ramos, who called it “very effective.”
A new reading test for first through third graders the nonprofit helped design showed that between the 2023 and 2024 school years, most children were below grade level but made growth in every grade. “But we still have a long way to go so that this data can get to teachers in a timely manner and in a way that they can actually act on it,” Silvestre said.
Kristin Ehrgood, Flamboyan Foundation’s CEO, said it’s too soon to see dramatic gains. “It’s really hard to see a ton of positive outcomes in such a short period of time with significant distrust that has been built over years,” she said. She said they weren’t sure how the Trump administration may work with or fund Puerto Rico’s education system but that the Biden administration had built a lot of goodwill. “There is a lot of opportunity that could be built on, if a new administration chooses to do that.”
Another hopeful sign is that the oversight board, which was widely protested when it was formed, has cut the island’s debt from $73 billion to $31 billion. And last year board members increased education spending by 3 percent. Mujica said the board is focused on making sure that any investment translates into improved outcomes for students: “Our view is resources have to go into the classroom.”
Betty A. Rosa, education commissioner and president of the University of the State of New York and a member of the oversight board, said leadership churn in Puerto Rico drives its educational instability. Every new leader is invested in “rebuilding, restructuring, reimagining, pick your word,” she said. “There is no consistency.” Unlike her New York state position, the Puerto Rican education secretary and other positions are political appointments. “If you have permanent governance, then even when the leadership changes, the work continues.”
Ramos, who experienced this instability when the previous governor unexpectedly asked to resign in 2023, said he met McMahon, the new U.S. secretary of education, in Washington, D.C., and that they had a “pleasant conversation.” “She knows about Puerto Rico, she’s concerned about Puerto Rico, and she demonstrated full support in the Puerto Rico mission,” he said. He said McMahon wanted PRDE to offer more bilingual classes, to expose more students to English. Whether there will be changes in funding or anything else remains to be seen. “We have to look at what happens in the next few weeks and months and how that vision and policy could affect Puerto Rico,” Ramos said.
Ramos was well-liked by educators during his first stint as education secretary. He will also have a lot of decisions to make, including whether to expand public charter schools and close down traditional public schools as the island’s public school enrollment continues to decline precipitously. In the past, both those issues led to fierce and widespread protests.
Soto says he’s realistic about the incoming administration having “different views, both ideologically and policywise,” but he’s hopeful the people of Puerto Rico won’t want to go back to the old way of doing things. “Somebody said, ‘You guys took the genie out of the bottle and it’s going to be hard to put that back’ as it relates to a student-centered school system,” Soto said.
Cardona, whose grandparents are from the island, said Puerto Rico had seen “academic flatlining” for years. “We cannot accept that the students are performing less than we know they are capable of,” he told The Hechinger Report, just before he signed off as the nation’s top education official. “We started change; it needs to continue.”
Principal Carabello’s small school of 150 students and 14 teachers has been slated for closure three times already, though each time it has been spared in part because of community support. She’s hopeful that Ramos, with whom she’s worked previously, will turn things around. “He knows the education system,” she said. “He’s a brilliant person, open to listen.”
Escuela de la Communidad Jaime C. Rodriguez is a Montessori school in Yabucoa, Puerto Rico, that did not have any sports facilities for its students. It recently began work on a multipurpose sports center, made possible by federal funds under former President Joe Biden. Credit: Kavitha Cardoza for The Hechinger Report
But the long hours of the past several years have taken a toll on her. She is routinely in school from 6:30 a.m. to 6:30 p.m. “You come in when it’s dark and you leave when it’s dark,” she said. There have been many new platforms to learn and new projects to implement. She wants to retire but can’t afford to. After decades of the local government underfunding the pension system, allowances that offset the high price of goods and services on the island were cut and pension plans were frozen.
Now instead of retiring with 75 percent of her salary, Carabello will receive only 50 percent, $2,195 a month. She is entitled to Social Security benefits, but it isn’t enough to make up for the lost pension. “Who can live with $2,000 in one month? Nobody. It’s too hard. And my house still needs 12 years more to pay.”
Carabello, who is always so strong and so optimistic around her students, teared up. But it’s rare that she allows herself time to think about herself. “I have a great community. I have great teachers and I feel happy with what I do,” she said.
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Are you an administrator or marketer at a small private school? If so, you likely face unique challenges in growing your school community. Unlike large institutions with extensive resources, your budget may be more limited, and your brand may not have the same level of recognition. Yet, your school likely offers something invaluable: a personalized, high-quality educational experience that deserves greater visibility. Your marketing strategy should spotlight the unique selling points that differentiate your private school from other institutions.
How do you market a small private school? Traditional outbound marketing methods, such as print ads and direct mail, are costly and less effective in today’s digital market. Instead, try inbound marketing, a group of strategies that offer a cost-efficient and impactful way to attract, engage, and retain families interested in your school. Keep reading to explore ten effective private school marketing ideas that will grow your community.
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What Is Inbound Marketing and Why Is It Ideal for Private Schools Like Yours?
Inbound marketing is a strategy that focuses on attracting prospective families to your school through valuable content, SEO, social media engagement, and other digital efforts. Instead of pushing advertisements onto audiences who may not be interested, inbound marketing creates meaningful connections with families actively looking for the right educational institution.
If you’re wondering how to market a new private school using inbound strategies, remember that the key is to build trust and provide the right information at the right time. Parents today research extensively before choosing a school for their children. Though many outbound strategies remain relevant today, namely to increase visibility, offer useful content, address concerns, and showcase your school’s strengths. Inbound marketing can position your institution as the best choice. Now, let’s explore specific ways that you can grow your private school community.
Source: HEM
10 Proven Inbound Marketing Strategies for Private Schools
Incorporating these tactics into your marketing strategy can reach your target audience, create relationships by providing value, and incite desired action. An effective private school marketing campaign combines several, if not all, of the techniques discussed below. If any are missing from your current plan, now’s the time to start implementing them!
1. Create a High-Quality, SEO-Optimized Website
Your website is the foundation of your school marketing strategy. It must be visually appealing, easy to navigate, and optimized for search engines. Parents should find essential information, such as tuition, curriculum, testimonials, and admissions requirements quickly and effortlessly. A well-structured website should include dedicated pages for admissions, academic programs, extracurricular activities, and student life.
Ensuring mobile responsiveness and fast load speeds will improve user experience and increase engagement. Incorporating multilingual and culturally adapted content can expand your reach, particularly if you’re targeting international students. Regularly updating your website with blog posts, news, and event details ensures prospective parents see a dynamic, engaged school community.
Example: Are you trying to expand your private school community beyond borders? If so, you’ll want to borrow this effective SEO technique from Crimson Global Academy. Below, you’ll see that they’ve tailored their site content to different countries and used subdirectories in their URLs.
Using sub-directories (/uk/, /ca/) signals to search engines that the content is tailored for a specific region. Google prioritizes localized content in search results, meaning parents and students searching for private schools in their home country are more likely to find your institution.
The benefits of this SEO strategy are far-reaching. They include broadened international reach, higher performance in multilingual searches, and higher click-through rates due to relevance.
Source: Crimson Global Academy
2. Develop Engaging Blog Content
A well-crafted blog is a valuable resource for current and prospective families, positioning your school as a thought leader in education. By publishing informative and engaging content, you can address parents’ most pressing concerns, showcase student success stories, and highlight what makes your school unique.
For example, you can write about how to help children transition to a new school successfully by offering expert advice and real-life experiences from parents and students. Another great topic is discussing the benefits of small class sizes and how they enhance student learning, highlighting the personalized attention and academic advantages your school provides.
You can also explore how your school’s curriculum prepares students for future success in higher education and beyond, showcasing testimonials from alumni who have excelled. Additionally, sharing success stories from students and faculty can illustrate the positive impact of your educational programs.
Finally, providing a step-by-step guide for parents navigating the private school admissions process can ease their concerns and position your school as a supportive and transparent institution. Consistently publishing high-quality blog posts improves search engine rankings, making your school more visible to families searching for private education options.
Example: The Great Lakes College of Toronto publishes blogs relevant to their prospects – students from all over the world interested in attending prestigious Canadian universities. With their target audience in mind, GLCT creates content that provides value. For example, learning tips for ESL learners, how to prepare for Canadian universities, and much more. Make sure your blog content aligns with your site visitors’ needs and provides valuable information.
Source: Great Lakes College of Toronto
3. Leverage Social Media Marketing
Social media platforms like Facebook, Instagram, and LinkedIn are powerful tools for building community and engagement. Your school can foster stronger connections with prospective and current families by posting student achievements, behind-the-scenes content, and faculty highlights.
Live Q&A sessions can address frequently asked questions about your school’s programs and admission process. Hosting interactive polls, student takeovers, and parent testimonials can increase engagement and trust.
Additionally, investing in paid social media advertising can expand your school’s reach to target families actively searching for private school options. Schools can also create private Facebook groups for prospective and current parents, providing a space for questions and engagement.
Example: This Instagram post from CLS West Covina highlights the strength of the school community. In addition to academic excellence, your private school should highlight other features of the student experience that contribute positively to learning, such as extracurricular activities, a nurturing environment, community involvement, global awareness, and more. Social media remains the perfect stage for your school’s unique selling points.
Source: CLS West Covina | Instagram
4. Implement a Lead Nurturing Email Campaign
Once a prospective family expresses interest, it’s essential to maintain communication through well-crafted email campaigns. Personalized drip campaigns can guide them through enrolling, providing timely information about your school, key deadlines, and success stories from current students.
Automated email sequences can include welcome emails, event reminders for open houses, and curriculum overviews. A segmented approach, where emails are tailored to different stages of the admission journey, can significantly improve conversion rates. Sending personalized content based on user interaction, such as downloadable brochures, testimonials, and exclusive invitations, keeps families engaged throughout the decision-making process.
5. Use Video Marketing to Showcase Your School’s Culture
Video content is one of the most effective ways to give prospective families an immersive experience of your school. Creating high-quality video tours, faculty introductions, and student testimonials can provide a dynamic look into daily life at your institution. Highlighting classroom environments, extracurricular activities, and real-world student experiences can create an emotional connection with families.
Short-form videos on platforms like Instagram Reels and TikTok can help boost engagement among younger audiences, while long-form content on YouTube and your website can provide in-depth insights. Hosting live virtual tours where prospective families can ask real-time questions enhances engagement.
6. Optimize Your Google My Business Profile
Many parents start their search for private schools on Google. A fully optimized Google My Business profile ensures your school appears in local search results with accurate contact details, reviews, and images. Encouraging satisfied parents to leave positive reviews can significantly enhance your school’s online reputation.
Regularly updating your profile with recent photos, upcoming events, and engaging posts can make your school stand out among competitors. Answering common parent inquiries directly on your profile, such as tuition costs and curriculum highlights, helps streamline decision-making. Additionally, responding promptly to positive and negative reviews demonstrates strong community engagement and builds trust with prospective families.
Example: This is what your private school looks like in search results when you optimize your Google My Business account. This essential feature provides an easily digestible snapshot of your institution, presents a professional image to web users, and makes it much easier for your target audience to find you.
Source: Groton School | Google
7. Host Virtual and In-Person Open Houses
In today’s digital landscape, virtual open houses offer a convenient way for parents to learn about your school from anywhere. In-person tours and interactive virtual sessions cater to a broader audience while answering common questions in real time.
A well-structured open house should include live presentations from school leaders, faculty members, and current students who can share their experiences. Offering breakout sessions for different grade levels or programs allows parents to focus on the most relevant aspects of your school.
Additionally, incorporating Q&A panels, video tours of classrooms and facilities, and even virtual meet-and-greet opportunities with teachers can help prospective families get a more personal feel for your school’s community. Recording these sessions and making them available on your website also ensures that families who couldn’t attend live still have access to the information.
Example: Queen Anne’s School makes it a priority to offer prospects a positive first impression through in-person “Open Morning” events and a virtual tour to showcase their beautiful campus. They also offer personal tours, group tours on site, taster days, and taster boarder experiences to accommodate every prospect’s preferences. Wow future students and their families by giving them a taste of your unique student life experience.
Source: Queen Anne’s School
8. Invest in Paid Digital Advertising
While organic traffic is essential, strategic paid advertising can help small private schools reach highly targeted audiences. Google Ads and Facebook Ads can be optimized to reach families searching for private school options in your area.
Displaying retargeting ads to parents who previously visited your website can help keep your school top-of-mind. Running A/B tests on ad creatives and messaging can improve ad performance and maximize return on investment.
9. Create Downloadable Resources to Capture LEADS
Providing valuable downloadable resources, like e-books, checklists, and guides, can encourage prospective families to share their contact information. For instance, a downloadable guide on “Choosing the Right Private School for Your Child” can position your institution as an industry expert while generating qualified leads. Interactive tools, such as school comparison charts and tuition calculators, can further engage visitors and increase conversion rates.
To maximize the effectiveness of downloadable resources, schools should ensure that these materials are highly relevant, visually appealing, and easy to understand. Including real-world examples, student success stories, or insights from school faculty can add credibility and value.
Additionally, placing lead capture forms strategically throughout the website, such as on admissions pages, blog posts, and program descriptions, can encourage more sign-ups. Schools can also create exclusive content for different stages of the enrollment journey, such as a “First-Time Parent’s Guide to Private School Admissions” or a “Step-by-Step Checklist for Enrollment Success,” providing tailored resources that guide families through the decision-making process. Regularly updating these materials ensures they remain relevant and aligned with current education trends.
10. Utilize Retargeting Strategies
Most parents don’t enroll immediately after visiting your website. Retargeting strategies, such as displaying ads to users who previously visited your site, can help keep your school top-of-mind. This ensures interested families receive gentle reminders to revisit your offerings and complete the application process. Email remarketing campaigns can also re-engage families who started but did not complete an application.
To enhance retargeting effectiveness, schools should segment their audience based on engagement levels, such as visitors who viewed tuition pages, downloaded an admissions guide, or attended a virtual open house. Personalized messaging, such as an email featuring student testimonials or a special enrollment incentive, can encourage hesitant families to take the next step.
Schools can also leverage dynamic display ads that adjust content based on a user’s previous website activity, like showing program-specific ads for those who viewed a particular course or highlighting upcoming admissions deadlines. Schools can effectively nurture leads and increase enrollment conversions using a multi-channel approach, combining retargeting ads with personalized email follow-ups.
Getting Professional Marketing Support Can Help Your Private School Grow
Navigating the complexities of digital marketing can be overwhelming, especially for small private schools with limited resources. That’s where expert guidance can make all the difference.
At Higher Education Marketing, we specialize in helping educational institutions maximize their online presence through customized inbound marketing strategies. Whether you need assistance with content creation, SEO, social media management, or lead nurturing, our team of education marketing experts ensures that your school effectively reaches its target audience.
With over 15 years of experience, we understand the nuances of school marketing ideas and tailor our solutions to your institution’s specific needs. Our digital marketing services include:
SEO Optimization
Paid Advertising Campaigns
Social Media Management
Website Development
Email Marketing Automation
Start Growing Your Private School Today
By embracing inbound marketing, your small private school can attract the right families, establish a strong online presence, and build a thriving school community. Whether you’re looking to optimize your digital strategy, refine your content marketing approach, or improve engagement through paid advertising, HEM is here to help.
The combination of a strong website, engaging blog content, an active social media presence, and targeted email marketing ensures that your school remains visible and competitive in the evolving field of education.
Struggling with enrollment?
Our expert digital marketing services can help you attract and enroll more students!
Frequently Asked Questions
Question: How do you market a small private school?
Answer: Traditional outbound marketing methods, such as print ads and direct mail, are costly and less effective in today’s digital market. Instead, try inbound marketing, a group of strategies that offer a cost-efficient and impactful way to attract, engage, and retain families interested in your school.
Question: How to market a new private school?
Answer: The key is to build trust and provide the right information at the right time. Parents today research extensively before choosing a school for their children. Though many outbound strategies remain relevant today, namely to increase visibility, offer useful content, address concerns, and showcase your school’s strengths. Inbound marketing can position your institution as the best choice.
Marketing your summer camp successfully requires a well-rounded approach integrating digital strategies to maximize reach and engagement. With families and students searching online for the perfect summer experience, schools must stay ahead of the competition by adopting fresh, innovative methods.
This blog explores ten of the best summer camp marketing strategies to ensure your program stands out.
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1. Leverage Content Marketing to Build Trust and Authority
You’ve probably heard this before, but we’ll say it again: Content is king! One of the most effective ways to promote your summer camp is by creating blog posts, videos, and articles about the benefits of attending your camp. This helps engage prospective attendees and parents. Highlight success stories, showcase daily camp activities, and provide insights into what makes your program unique.
The first step to creating an effective summer content marketing campaign is choosing what platforms to use. You might be wondering, “Where can I promote my summer camp?” The best places include social media sites like Facebook, Instagram, and TikTok, as well as Google Ads and YouTube for targeted paid campaigns.
Local community websites, parenting blogs, and school newsletters are effective promotional channels. Focus on building credibility and encouraging trust among parents evaluating different options.
Example:Here is a simple way to garner interest in your summer camp program. Visual Arts Mississauga posts a video of the activities they provide, including studio and outdoor creative activities, a variety of themes (a new one each week), and special guests. Try filming a few brief snippets of your daily camp activities and list some of your campers’ favorite things about the experience. With minimal editing and some upbeat music, you can certainly catch the attention of a parent searching for a positive camp experience for their child. It worked for Visual Arts Mississauga!
As you can see in the comments, a parent inquired for pricing information. The great thing about social media platforms like TikTok? You can answer questions directly. Don’t forget to obtain permission from parents and campers before posting them.
Source: Visual Arts Mississauga | TikTok
2. Optimize Your Website for Search Engines
If your website isn’t optimized for search engines, you’re missing a significant number of potential campers. Search Engine Optimization (SEO) ensures that your summer camp appears when families search for programs online. By enhancing your site’s structure, improving page speed, and using long-tail keywords like “summer camp programs in (insert your location here),” you can improve visibility.
To further enhance visibility, you should optimize your summer camp program pages by structuring them with clear headings, engaging descriptions, and high-quality images of camp activities. Adding frequently asked questions (FAQs) to the page improves user experience and provides quick answers to common inquiries.
Internal linking to other relevant pages, such as registration forms or blog posts, boosts SEO by keeping visitors engaged. Additionally, integrating schema markup allows search engines to understand the content better, increasing the chances of appearing in featured snippets.
Example: This is what an FAQ section could look like on your camp landing page. Adding structured data to your FAQs increases the likelihood of appearing as a featured snippet on search engines. Be sure to use conversational language to optimize for voice search results. Don’t forget to leverage your FAQs for content planning. This is a great way to add value for site visitors – providing the answers they’re searching for in detail in more detail.
Source: Kustermans
3. Create a Strong Social Media Presence
Beyond posting regularly, an effective social media strategy involves using platform-specific features to maximize engagement. Instagram Stories and Reels allow you to share real-time updates, camper testimonials, and behind-the-scenes glimpses of camp life.
Facebook Groups can build a community of returning campers and interested parents, fostering discussion and sharing updates. TikTok offers a creative space to showcase fun camp activities through short, engaging videos that appeal to younger audiences.
Additionally, paid social media advertising is a great way to extend your reach. By running targeted ad campaigns on platforms like Facebook and Instagram, you can ensure your summer camp marketing efforts reach families actively looking for programs.
Geo-targeting and interest-based targeting allow you to refine your audience, ensuring your ads reach parents who are most likely to enroll their children. Running contests and giveaways on social media can also increase engagement and word-of-mouth promotion as parents and campers share your content with their networks.
Example:Here, Western University uses its active Facebook page to maintain a strong presence, notify parents of important dates, build anticipation for the summer, and show off all of the fun activities in store. Their page features consistent branding setting them apart from other school summer camps.
Source: Sport Western Summer Camp | Facebook
4. Utilize Email Marketing Campaigns
Email marketing remains a powerful tool for reaching prospective campers and their families. Sending out newsletters with enrolment updates, discounts, and testimonials keeps your audience informed and engaged.
An effective email marketing strategy involves segmentation, where prospective families are grouped based on their engagement levels, preferences, and past interactions. You can ensure that each recipient receives relevant messaging by tailoring content to different segments, such as new inquiries, returning campers, and families who haven’t yet completed registration.
Drip email campaigns are particularly valuable for nurturing leads. These automated sequences gradually provide information about your camp, from program details to testimonials, making it easier for parents to commit. Additionally, incorporating visually appealing emails with compelling subject lines improves open rates and engagement.
5. Targeted Digital Advertising Campaigns
Traditional advertising is still effective, relevant, and part of a well-rounded marketing campaign. “How do I advertise my summer camp?” you ask. To advertise your summer camp using targeted ads, leverage platforms like Google Ads, Facebook, and Instagram to target parents actively searching for summer programs. By utilizing geo-targeting, interest-based segmentation, and retargeting campaigns, you can maximize ad visibility, drive inquiries, and increase enrolment conversions efficiently.
Google Ads enables your summer camp to appear at the top of search results when parents look for camp programs, increasing visibility. Running display ads and retargeting campaigns ensures that those who have previously visited your website are reminded of your offerings, improving conversion rates. Additionally, YouTube Ads allow you to showcase engaging video content of camp activities, testimonials, and program highlights to attract more interest.
Facebook and Instagram Ads offer detailed audience segmentation tools, allowing you to reach parents based on location, interests, and browsing behavior. Carousel, video, and story ads create immersive experiences that engage prospective campers and their families. To further boost engagement, A/B testing different ad creatives and copy variations helps refine messaging to determine what resonates best with your audience.
A/B testing involves creating multiple versions of an advertisement, landing page, or email to determine which version performs best. In digital advertising, A/B testing can compare different ad headlines, images, calls to action, and audience targeting strategies.
Advertisers can analyze performance metrics such as click-through rates (CTR), conversion rates, and engagement levels by running multiple variations simultaneously. The winning version can then be scaled for maximum impact, ensuring your budget is allocated to the most effective ad variations.
Example: When you invest in YouTube ads like the one pictured below, you can show up at the top of the platform’s summer camp search results and greatly expand your reach.
Source: YouTube
6. Encourage Camper and Parent Testimonials
Word-of-mouth remains a powerful marketing tool. Encouraging past campers and their parents to leave reviews on Google, Facebook, and your website adds credibility to your program. Video testimonials are particularly effective at providing an authentic look into the camp experience. Families researching camps trust peer reviews, and showcasing positive experiences helps establish trust and attract new registrations.
Example:Encourage happy campers to leave high-value testimonials highlighting how your program has positivly impacted their lives. The two pictured below are excellent examples of moving word-of-mouth endorsements that improve your program’s public reception and potentially incite desired action.
Source: Double H Ranch
7. Develop an Ambassador Program
Leveraging past campers as ambassadors can create a community-driven summer camp marketing effect that builds long-term brand loyalty. Encouraging past attendees to share their experiences and recommend your camp to friends and family fosters authentic promotion.
One of the most effective approaches is a structured referral program, where returning campers receive discounts or perks when they bring a friend. Offering rewards such as camp merchandise, VIP experiences, or exclusive access to special activities can further incentivize participation.
When working with minors as ambassadors, schools should obtain parental consent, follow child privacy regulations such as COPPA, and ensure that all promotional activities align with ethical guidelines to protect student identity and well-being.
Beyond peer referrals, partnering with local influencers, parenting bloggers, and community leaders can significantly amplify your reach. Inviting these ambassadors to visit your camp, create content, and share their experiences with their followers can increase visibility among parents searching for reputable programs. Providing them with branded hashtags, social media templates, and storytelling prompts ensures consistent and compelling messaging.
To sustain engagement, camps should maintain an ongoing relationship with ambassadors by featuring them in newsletters, social media posts, and alumni spotlights. Creating private groups or online communities for ambassadors fosters a sense of belonging and motivates them to continue advocating for your camp. Implementing an easy-to-use referral tracking system helps measure success and refine strategies for maximum impact.
8. Highlight Your Camp’s Unique Selling Points (USPS)
In a competitive summer camp market, it is crucial to clearly define and communicate your camp’s unique selling points (USPs) to stand out from the rest. Parents and campers have many choices, so highlighting what makes your camp different will help you attract the right audience and increase enrolment.
A USP is a distinct feature or quality that sets your camp apart. To effectively market your camp, you must identify and promote these features across your website, social media, and advertising campaigns. Below are some strong examples of USPs that summer camps can highlight:
Specialized Programs
Small Camper-to-Counselor Ratio
Exclusive Locations
Highly Qualified Staff
Customizable Camp Experiences
Unique Themes or Storylines
Exclusive Partnerships
All-Inclusive Pricing and Amenities
Once you’ve identified your USPs, ensure they are featured prominently on your website homepage, camp brochures, social media posts, and digital advertising. Use testimonials from past campers and parents to reinforce the uniqueness of your offerings.
Example: The School of Magic is unique because of its emphasis on connecting with nature and developing real-world skills. Those unique selling points are evident in the Instagram post below. What sets your summer camp program apart?
Source: The School of Magic
9. Partner With Schools and Community Organizations
Collaborating with schools and local community centers broadens your marketing reach. Schools can distribute flyers and email newsletters promoting your camp, while community organizations can help you reach families looking for summer activities. Building partnerships with educational institutions ensures that your camp gains credibility and visibility in trusted spaces where families make enrolment decisions. Create a buzz around any partnerships in your content across various platforms.
Example: On its website, the Canadian Adventure Camp has a tab called Memberships and Partnerships. There, they list and explain their collaborations and community involvement, showcasing how they add value for campers, families, and those in need. If you’re collaborating with any organization or if you’re involved in charity work, be sure to highlight how you make a difference!
Source: Canadian Adventure Camp
10. Optimize Your Camp’s Mobile Experience
With more parents researching and booking camps on their smartphones, having a mobile-optimized digital presence is essential. A slow or non-responsive website can drive potential campers away, leading to lost enrolment opportunities. To ensure a seamless mobile experience, camps should prioritize mobile usability in all aspects of their digital marketing strategy.
Responsive web design is the foundation of a successful mobile experience. Your website should automatically adjust to different screen sizes, ensuring readers can easily browse your camp’s programs, pricing, and enrolment details on any device. Without this adaptability, parents may abandon their search in favor of a competitor with a more mobile-friendly platform.
Fast load times are another critical factor. If a webpage takes too long to load, parents may become frustrated and leave before completing the registration process. Optimizing images, minimizing unnecessary code, and leveraging browser caching can significantly improve site speed. Google prioritizes fast-loading websites in search results, meaning that a well-optimized mobile site can enhance your summer camp advertisement efforts by increasing visibility in search rankings.
Once a parent arrives on your site, easy navigation and registration are essential. Mobile users should be able to access key pages; such as program descriptions, schedules, and pricing, within a few taps. Registration forms should be concise, requiring only necessary information, and offer autofill features to streamline the process.
Providing click-to-call and chat features offers immediate communication options for parents with questions. A simple button allowing users to call directly from their mobile device or engage in a live chat session with a representative can make a huge difference in converting inquiries into sign-ups. Chatbots can also be used for quick responses outside of business hours, ensuring prospective campers receive the information they need when they need it.
Finally, mobile-friendly payment options make transactions seamless. Integrating secure, one-click payment solutions like Apple Pay, Google Pay, or PayPal can speed up registration and reduce drop-offs. Parents should be able to complete payment without switching devices or navigating through a complex checkout system.
Boost Your Camp Enrolment Today!
Marketing a summer camp successfully requires a well-rounded, strategic approach that meets parents and campers where they are—online! By leveraging SEO, content marketing, social media, email campaigns, paid advertising, and mobile optimization, you can increase visibility, boost engagement, and ultimately drive more enrolments. Highlighting your camp’s unique selling points, developing a strong ambassador program, and ensuring a seamless mobile experience will set your camp apart in a competitive market.
With the right mix of digital marketing techniques, your summer camp can attract the right audience and maximize registrations year after year. Whether refining your summer camp advertisement strategy, improving your website, or launching targeted ad campaigns, a data-driven approach ensures long-term success.
At Higher Education Marketing, we specialize in helping camps and educational institutions implement proven digital marketing strategies that deliver results. If you’re ready to take your summer camp marketing to the next level, reach out to us today to learn how we can help you achieve your enrolment goals.
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NORMAN, Okla. — Sometimes, Jakob Topper teaches his Christian faith to his 6-year-old daughter using children’s Bible stories illustrated with teddy bears. Other days, he might use her kid-friendly Bible featuring Precious Moments figures as characters. One thing he knows for sure: The King James version is not on the reading list, given some of its adult themes of sexual assault and incest.
As a parent and a Baptist pastor, Topper opposes Oklahoma’s state superintendent of public instruction’s mandate to put a King James Version Bible in every grade 5–12 classroom. The father of three is also not keen on the state’s newly proposed social studies standards that would require biblical lessons starting in first grade.
“I want the Bible taught to my daughter, and I want to be the one who chooses how that’s done,” said Topper, who also has a 1-year-old and a 3-year-old and is pastor of NorthHaven Church in Norman, a university town. “If we’re talking about parental choice, that’s my choice. I don’t want it to be farmed out to anyone else.”
Norman, a central Oklahoman city of about 130,000, is an epicenter of resistance to the Bible mandate that the state superintendent of public instruction, Ryan Walters, announced last June. Opposition here has come from pastors, religion professors, students, parents, teachers, school board members and the school district superintendent, among others. The prevailing philosophy among Norman residents, who are predominantly Christian, is that they do not want the state — and namely, Walters — mandating how children should be taught scriptures. They want their children to learn from holy books at home or in church.
Pastor Jakob Topper, of NorthHaven Church, says he prefers to teach his children about the Bible rather than placing that responsibility on teachers. Credit: Mike Simmons for The Hechinger Report
Many residents see Walters’s pitch as a play for national attention, given his abundance of social media posts praising Donald Trump, who campaigned on returning prayer to schools and as president has established a White House Faith Office and a task force to root out “anti-Christian bias.” In September, Walters proposed spending $3 million to buy 55,000 copies of the Bible that has been endorsed by the president and for which he receives royalties. More recently, Walters — who in February clashed with his state’s governor for proposing that public schools track students’ immigration statuses — made media lists as a possible candidate for Trump’s education secretary. He was not picked.
But beyond Walter’s national aspirations, the Bible mandate also seems like an attempt at one-upmanship, with other states angling to infuse Christianity into public schools. Louisiana, for instance, is in a court battle over its push for Ten Commandments posters in schools. Texas fought off Democratic opposition to approve an optional Bible-infused curriculum and financial incentives for school districts that use the materials. A slew of states have passed or promoted similar measures, including ones allowing chaplains to act as counselors in schools. Unsurprisingly, Walters, too, has advocated for displaying the Ten Commandments in every classroom and also has backed the conversion of a private virtual Catholic school into a charter school; the Supreme Court plans to hear oral arguments on the case on April 30.
It goes without saying that Walters’s crusade is multifaceted. But fundamentally, all of his efforts amount to teaching the Bible “in inappropriate ways in public schools,” said Amanda Tyler, author of “How to End Christian Nationalism” and executive director of the Baptist Joint Committee for Religious Liberty, a Washington, DC–based organization of attorneys, ministers, and others who advocate for religious freedom. “He’s saying you can’t be a good American citizen if you don’t understand the Bible,” she added. “It’s this merger of American and Christian identities, the idea that only Christians are true Americans.”
On March 10, the Oklahoma Supreme Court dealt a blow to Walters’s plans: It issued a temporary stay prohibiting the state’s department of education from purchasing 55,000 Bibles with certain characteristics and from buying Bible-infused lessons and material for elementary schools.
The stay stems from a lawsuit led by Americans United for Separation of Church and State on behalf of 32 plaintiffs, including parents, clergy, students and teachers. The group, which is suing Walters, claims the Bible mandate violated the state’s prohibition against using state funds for religious purposes and the state’s own statutes allowing local district control over curriculum.
As of now, until the court issues a final ruling, its decision marks a victory in Americans United’s attempt to stop Walters, said Alex Luchenitser, the organization’s associate legal director: “It protects the separation of church and state. It protects the religious freedom of students.” Speaking about the court’s stay, Walters, through spokeswoman Grace Kim, said in a statement: “The Bible has been a cornerstone of our nation’s history and education for generations. We will continue fighting to ensure students have access to this foundational text in the classroom.”
Oklahoma Supreme Court, pictured in the state Capitol building, in March issued a stay that would prohibit the state education department from purchasing Bibles and Bible-infused lessons for elementary students. Credit: Sue Ogrocki/ Associated Press
Meanwhile, Walters was also sued separately last summer by a parent in Locust Grove who contended the mandate violated the state and federal constitutions. The state education department has denied the claims of both suits and contended in legal briefs that using the Bible for its secular value does not violate the state’s constitution.
Walters’s mandate has also sparked concern because of the proposed social studies standards that followed. The standards, which were initially released in December and would require legislative approval, mention the Bible and its historical impact more than 40 times. Several of the standards attempt to erroneously frame the Bible, and specifically the Ten Commandments, as the foundation of American law. Biblical scholars from the University of Oklahoma and elsewhere believe these standards promote the long-standing trope of Christian nationalism, which is premised in part on the false idea that the nation’s founding documents stemmed from the Bible. (The founders were Bible readers, but not necessarily fans of the same versions or holy texts in general. In fact, Thomas Jefferson cut up pages of the Bible to remove mention of miracles or the supernatural.)
For example, Walters’s standards would require students in first grade to learn about David and Goliath, as well as Moses and the Ten Commandments, because the standards cite them as influences on the American colonists and others. Second graders would be asked to “identify stories from Christianity that influenced the American colonists, Founders, and culture, including the teachings of Jesus the Nazareth (e.g. the ‘Golden Rule,’ the Sermon on the Mount).”
“These new standards,” said a news release from the state department of education, “reflect what the people of Oklahoma — and all across America — have long been demanding of their public schools: a return to education curricula that upholds pro-family, pro-American values.” (Walters’s press office, despite repeated requests, did not make the state superintendent available for an interview.)
Critics in Oklahoma and elsewhere see Walters’s Bible mandate as part of a broader Christian nationalist movement. “I think Oklahoma is the test case for the nation,” said Dawn Brockman,a Norman school board member.
Walters, though, has been steadfast in his belief that the mandate is legal and critical for the education of Oklahomans. In the fall, after Americans United sued, Walters wrote on X: “The simple fact is that understanding how the Bible has impacted our nation, in its proper historical and literary context, was the norm in America until the 1960s and its removal has coincided with a precipitous decline in American schools.”
But nothing is simple about the history of the Bible in America’s schools. When public schools started to open in the 1800s, some required regular Bible readings. From the beginning, that practice was controversial: Schools typically favored the King James Version, pitting Protestants against Catholics, and riots over school Bible readings broke out from the 1840s into the 1870s, said Mark Chancey, a professor of religious studies at Southern Methodist University in Dallas. By 1930, 36 states allowed Bible reading to be a requirement or an option, but another dozen banned such activities.
A few decades later, a Pennsylvania family sued their school district for heeding the state’s 1949 law requiring the reading of 10 Bible verses and the recitation of prayers at the start of each school day. In 1963, just a year after a similar opinion, the Supreme Court ruled that requiring in-school Bible readings and prayers was unconstitutional. After those rulings, daily teaching from the Bible, for the most part, was halted, Chancey said, but backlash continued, with critics charging that removing prayer and Bible readings from schools had led to a decline in the morality of schoolchildren.
In subsequent decades, the Supreme Court ruled against clergy-led prayer and prayer over the loudspeakers at football games in several school-related cases. But in a seeming reversal, in 2022, the high court ruled in favor of allowing a football coach to conduct midfield, postgame prayers, shifting the legal landscape. The majority’s opinion on the football coach’s prayer has prompted politicians and states to further test the limits of the separation of church and state. In February, lawmakers in Idaho and Texas even proposed measures to allow daily Bible readings in public schools again.
Darcy Pippins, who teaches Spanish at Norman High School, said she doesn’t feel qualified to teach about the Bible. Credit: Mike Simmons for The Hechinger Report
In Norman, many teachers reacted to news of the Bible mandate with concern and fear. Spanish teacher Darcy Pippins,who is in her 27th year at Norman High, said she sometimes teaches about Catholicism because it is the religion of the Spanish-speaking world. But putting a Bible in every classroom and teaching from it is different. “I just don’t feel comfortable,” said Pippins, also a parent. “I’m not qualified to teach and to incorporate the Bible into what I teach.’’
Other teachers, said Brockman, the school board member, worried about professional repercussions were they not to follow the mandate, given that Walters had already targeted at least one Norman teacher in the past for objecting to bans on particular books.
Nick Migliorino, the public school system’s superintendent since 2017, was the first superintendent in the state to publicly oppose the Bible mandate. When asked about it in a July interview with a local paper, he responded: “I’m just going to cut to the chase on that. Norman Public Schools is not going to have Bibles in our classrooms, and we are not going to require our teachers to teach from the Bible.”
Other superintendents followed, and by late July, at least 17 school district leaders said they had no plans to change curriculum in response to the Bible mandate, according to a report by StateImpact Oklahoma.
In an interview at his district’s headquarters, Migliorino emphasized that his school system already teaches how different religions affect history. Bibles, he noted, are accessible to students through the library. Migliorino added that the state superintendent had no authority to make school districts follow the mandate and that it would result in pushing Christianity on students.
“It’s a captive audience, and that is not our role to push things onto kids,” he said. “Our role is to educate them and to create thinkers.”
Oklahoma already has a 2010 measure allowing school districts to offer elective Bible classes and to give students the latitude to pick the biblical text they prefer to use. But unlike Walters’s mandate, it allows for different biblical perspectives, said Alan Levenson, chair of Judaic history at the University of Oklahoma and a biblical scholar. Even still, there has never been widespread interest in a Bible elective in Norman, said Jane Purcell, the school system’s social studies coordinator. Nor was there much interest in such a class when she taught in Florida. Since 2006, at least a dozen states have passed laws promoting elective Bible classes.
This may be, in part, because educators worry about potential issues with teaching Bible courses, said Purcell: “It’s very easy for it to appear to be proselytizing.”
Walters, for his part, has not taken any of this pushback in stride. At a July 31 state board of education meeting, he lashed out against “rogue administrators” who opposed him, saying of the left: “They might be offended by it, but they cannot rewrite our history and lie to our kids.”
After the public schools superintendent publicly rejected Walters’s mandate, community members and teachers in Norman expressed relief. Meg Moulton, a realtor and mother of three, came to a July board meeting to thank the superintendent in person. “I’m a Christian mama,” she said. “I love teaching my kids about God. I love going to church.”
But, she added, “Ryan Walters’s mandate makes it so that teachers and students who may not be Christians…[or] who may believe something different, are going to be essentially forced to learn something that they may not believe in.”
Students and others I met with at a popular Norman coffee shop said they were concerned about how Walters’s mandate could affect religious minorities, women, and members of the LGBTQ+ community. “What Ryan Walters is trying to push goes in line with a lot of trends of kind of pushing back against LGBTQ,” said Isandro Moreno,a 17-year-old senior at Norman High.
Phoebe Risch, a 17-year-old senior at Norman North, the town’s other public high school, said Walters’s mandate was part of what motivated her to restart her high school’s Young Democrats club and recruit roughly 30 members. Risch, already upset about her state’s readiness to ban abortion following the Supreme Court’s overturn of Roe v. Wade, fears that requiring Bible-based instruction could lead to the promotion of the idea that women are submissive. “As a young woman, the implications of implementing religion into our schools is a little scary,” she said, “especially because Oklahoma is already a very conservative state.”
Among the half dozen teens attending a confirmation class in December at Oklahoma City Reform temple B’nai Israel, most opposed the mandate, except for one. She said she supported it as long as the classroom teacher was careful and encouraged critical thinking.
One teen recounted tearily how, during class the previous week, a friend had drawn a swastika on her paper as a taunt. “Stuff like that is so normalized,” she said. “It’s antisemitism. If that’s so normalized, normalizing Christianity further, it’s just worse.”
Imad Enchassi, an imam who oversees an Oklahoma City mosque and also chairs the Islamic Studies department at Oklahoma City University, said he worries that Superintendent Ryan Walter’s policies will further isolate Muslim children. Credit: Mike Simmons for The Hechinger Report
Imad Enchassi, an imam who oversees an Oklahoma City mosque and serves as chair of Islamic studies at Oklahoma City University, echoed similar fears for the Muslim community. “We’re already experiencing Islamophobia. Muslim kids who wear the headscarf already have been told they’re going to hell because they don’t believe in the Bible or they don’t believe in Jesus,” he said. “When curriculum mandates one religion over the other, that will further isolate our children.”
Some Oklahomans, though, do support the mandate. And at one of the state board of education meetings where Walters touted it, three residents expressed support for the idea — during public comment — as did at least one board member. That board member said he thought biblical literacy was important, while other supporters see the Bible mandate as a way to instill morality in the public schools. Ann Jayne,a 62-year-old resident of Edmond, about 15 miles north of Oklahoma City, makes a point of letting Walters know on his Facebook page that she’s praying for him, because she believes public schools need to instill Christian values. “I think we need church in the state,” she said. “I don’t see a problem with God being back in the school. Nobody is forcing them to become a Christian.”
Since last summer, Walters’s efforts to push Christianity have only become bolder. In mid-November, he announced the opening of the Office of Religious Liberty and Patriotism, which would, among other things, investigate alleged abuses against religious freedom and patriotic displays. Two days later, he announced that he was sending 500 Bibles to Advanced Placement government classes. He also emailed superintendents around the state with the order to show their students a one-minute-and-24-second video announcing the religious liberty office and praying for newly elected President Trump.
At a Christmas parade in Norman in early December, some residents called the video embarrassing, with many superintendents, including Norman’s, having declined to show it. However, while many residents seem to abhor the Bible mandate, they do not agree on how religion should be handled in public life. Despite some religious diversity and some liberal leanings common in a university town, Norman skews religiously conservative. That dichotomy means many residents see the Bible as so sacrosanct that they don’t want it taught in schools, yet they see no problem with other Christian-oriented school activities.
In some cases, residents like school board member Brockman, who is also a former teacher and lawyer with training on the First Amendment, have objected to school promotion of the religious aspects of Christmas. When she was a teacher at one of Norman’s two high schools, she asked to stop the playing of overtly religious Christmas songs in the halls during passing periods. She saw it as a “gentle reminder that the Supreme Court says we need to remain neutral on religion.” Her wish was granted. “They took it down with some consternation and played the Grinch in my honor.”
Residents have also quibbled over what to call the parade featuring Santa each December. Should it be called the Norman holiday or Christmas parade? It’s now known as the Norman Christmas Holiday Parade. In early December, the city’s mix of liberal and conservative influences shone through the glitz during the parade. The Knights of Columbus float had a sign that said “Merry CHRISTmas.” Norman’s Pride organization participated, with its human angels wearing wings lit up in rainbow colors.
Tracey Langford, watching the parade from the back of her SUV, was dressed in a red stocking cap and a red sweatshirt that read “Santa, define good,” a jab at the fact that she is a lawyer who cares about legal definitions. To her, the Bible mandate is a clear violation of separation of church and state.“Every home here has a Bible…. We don’t need to spend a dollar to get a Bible in every classroom,” said Langford, a lawyer at the University of Oklahoma and a parent of a first grader in Norman schools and a 15-year-old in a private school.
Traci Jones, a parent of both a Norman sixth grader and fifth grader, likewise asked, “Who’s supposed to be teaching these kids the Bible? Is it just a random person? What if it’s an atheist or someone who has totally different beliefs than me?” As a nondenominational Christian, she added, “I think it’s wack to ask these poor teachers to teach that.”
What happens next may ultimately be decided in a courtroom. There is no sign yet when final opinions may be issued in either lawsuit.
State lawmakers at recent appropriation hearings said they were worried about the directive’s constitutionality, and in fact, in March, the Senate Appropriations’ Education Subcommittee said it did not consider Walters’s $3 million request to purchase Bibles. The next day Walters announced he was launching a national campaign with a country singer to get Bibles donated to Oklahoma schools. (The legislature gets the final word on the Bible purchases, a line item in the education budget, and the standards, which the state board of education approved in late February.) Meanwhile, the fate of religion’s place in public schools on a national level likely will rest with the Supreme Court, with various lawsuits against state measures promoting Christianity making their way through the court system.
A Ten Commandments monument that sat on Oklahoma State Capitol grounds until the state Supreme Court ruled its presence violated the separation of church and state. It now is at the headquarters of a conservative lobbying group. Credit: Linda K. Wertheimer for The Hechinger Report
In Norman, Jakob Topper, Kyle Tubbs and other Baptist pastors I met with at the headquarters of a statewide Baptist church organization were increasingly aghast at Walters’s mixing of religion and politics. Rick Anthony, pastor of Grace Fellowship, a Baptist church, centered his November 17 sermon on such concerns. “Almost comically, we’ve heard this week about a video made that was ordered to be shown to all children in the public schools and then sent to their parents,” he said. “Our question is…where are our voices as our political leaders cozy up to faith leaders, all the while destroying our faith institutions?”
Kaily Tubbs, Tubbs’s wife and a fifth grade teacher in Norman schools, said the mandate conflicts with her personal belief on how faith should be handled in schools. She spoke also as a mother of a kindergartener and a third grader, both in Norman schools. “Our faith is really important to us,” she said. “I don’t want it to be used as a prop in a classroom.”
Topper said that at his church, the majority of his congregation believes in separation of church and state. He said he is aware of the religious diversity that exists in his town, too, and has both Muslim and Jewish neighbors. Like Anthony, he spoke with his congregation about Walters’s mandate, though in an informal weeknight meeting at his church, rather than as part of a formal sermon. “I wish,” he said, “that Jesus was left out of schools and left for the religious realm.”
Contact editor Caroline Preston at 212-870-8965, via Signal at CarolineP.83 or on email at preston@hechingerreport.org.
The Hechinger Report provides in-depth, fact-based, unbiased reporting on education that is free to all readers. But that doesn’t mean it’s free to produce. Our work keeps educators and the public informed about pressing issues at schools and on campuses throughout the country. We tell the whole story, even when the details are inconvenient. Help us keep doing that.
Emma Bittner considered getting a master’s degree in public health at a nearby university, but the in-person program cost tens of thousands of dollars more than she had hoped to spend.
So she checked out master’s degrees she could pursue remotely, on her laptop, which she was sure would be much cheaper.
The price for the same degree, online, was … just as much. Or more.
“I’m, like, what makes this worth it?” said Bittner, 25, who lives in Austin, Texas. “Why does it cost that much if I don’t get meetings face-to-face with the professor or have the experience in person?”
Among the surprising answers is that colleges and universities are charging more for online education to subsidize everything else they do, online managers say. Huge sums are also going into marketing and advertising for it, documents show.
Universities and colleges “see online higher education as an opportunity to make money and use it for whatever they want to make money for,” said Kevin Carey, vice president of education and work at the left-leaning think tank New America.
Bittner’s confusion about the price is widespread. Eighty percent of Americans think online learning after high school should cost less than in-person programs, according to a 2024 survey of 1,705 adults by New America.
After all, technology has reduced prices in many other industries. And online courses don’t require classrooms or other physical facilities and can theoretically be taught to a much larger number of students, creating economies of scale.
While consumers complained about remote learning during the pandemic, online enrollment has been rising faster than was projected before Covid hit.
Yet 83 percent of online programs in higher education cost students as much as or more than the in-person versions, an annual survey of campus chief online learning officers finds. About a quarter of universities and colleges even tack on an additional “distance learning fee,” that survey found.
In addition to using the income from their online divisions to help pay for the other things they do, universities say they have had to pay more than they anticipated on advising and support for online students, who get worse results, on average, than their in-person counterparts.
Bringing down the price of a degree “was certainly a key part of the appeal” when online higher education began, said Richard Garrett, co-director of that survey of online education managers and chief research officer at Eduventures, an arm of the higher education technology consulting company Encoura.
“Online was going to be disruptive. It was supposed to widen access. And it would reduce the price,” said Garrett. “But it hasn’t played out that way.”
Related: Interested in more news about colleges and universities? Subscribe to our free biweekly higher education newsletter.
Today, online instruction for in-state students at four-year public universities costs $341 a credit, the independent Education Data Initiative finds — more than the average $325 a credit for face-to-face tuition. That adds up to about $41,000 for a degree online, compared to about $39,000 in tuition for a degree obtained in person.
Two-thirds of private four-year universities and colleges with online programs charge more for them than for their face-to-face classes, according to the survey of online managers. The average tuition for online learning at private universities and colleges comes to $516 per credit.
And community colleges, which collectively enroll the largest number of students who learn entirely online, charge them the same as or more than their in-person counterparts in 100 percent of cases, the survey of online officers found (though Garrett said that’s likely because community college tuition overall is already comparatively low).
Social media is riddled with angry comments about this. A typical post: “Can someone please explain to me why taking a course online can cost a couple $1000 more than in person?”
Online education officers respond that online programs face steep startup costs and need expensive technology specialists and infrastructure. In a separate survey of faculty by the consulting firm Ithaka S+R, 80 percent said it took them as much time, or more, to plan and develop online courses as it did in-person ones because of the need to incorporate new kinds of technology.
Online programs also need to provide faculty who are available for office hours, online advisors and other resources exclusively to support online students, who tend to be less well prepared and get worse results than their in-person counterparts. For the same reasons, many online providers have put caps on enrollment, limiting those expected economies of scale.
“You still need advisers, you still need a writing center, a tutoring center, and now you have to provide those services for students who are at a distance,” said Dylan Barth, vice president of innovation and programs at the Online Learning Consortium, which represents online education providers.
Still, 60 percent of public and more than half of private universities are taking in more money from online education than they spend on it, the online managers’ survey found. About half said they put the money back into their institutions’ general operating budgets.
Such cross subsidies have long been a part of higher education’s financial strategy, under which students in classes or fields that cost less to teach generally subsidize their counterparts in courses or disciplines that cost more. English majors subsidize their engineering classmates, for example. Big first-year lecture classes subsidize small senior seminars. Graduate students often subsidize undergrads.
“Online education is another revenue stream from a different market,” said Duha Altindag, an associate professor of economics at Auburn University who has studied online programs.
Universities “are not trying to use technology to become more efficient. They’re just layering it on top of the existing model,” said New America’s Carey, who has been a critic of some online education models.
“Public officials are not stopping them,” he said. “They’re not coming and saying, ‘Hey, we’re seeing this new opportunity to save money. These online courses could be cheaper. Make them cheaper.’ This is just a continuation of the status quo.”
Another page that online managers have borrowed from higher education’s traditional pricing playbook is that consumers often equate high prices with high quality, especially at brand-name colleges and universities.
“Market success and reputation can support higher prices,” Garrett said. It’s not what online courses cost to provide that determines the price, in other words, but how much consumers are willing to pay.
With online programs competing for customers across the country, rather than for those within commuting distance of a campus or willing to relocate to one, universities and colleges are also putting huge amounts into marketing and advertising.
An example of this kind of spending was exposed in a review by the consulting firm EY of the University of Arizona Global Campus, or UAGC, which the university created by acquiring for-profit Ashford University in 2020. Obtained through a public-records request by New America, the report found that the university was paying out $11,521 in advertising and marketing for every online student it enrolled.
The online University of Maryland Global Campus committed to spending $500 million foradvertising to out-of-state students over six years, a state audit found.
“What if you took that money and translated it into lower tuition?” asked Carey.
The online University of Maryland Global Campus is spending $500 million to market and advertise to out-of-state students over six years.
While they’re paying the same as or more than their in-person counterparts, meanwhile, online students get generally poorer success rates.
Online instruction results in lower grades than face-to-face education, according to research by Altindag and colleagues at American University and the University of Southern Mississippi — though they also found that the gap is narrowing. Students online are more likely to have to withdraw from or repeat courses and less likely to graduate on time, these researchers found, which further increases the cost.
Another study, by University of Central Florida Institute of Higher Education Director Justin Ortagus, found that taking all of their courses online reduces the odds that community college students will ever graduate.
Lower-income students fare especially poorly online, that and other research shows; scholars say this is in part because many come from low-resourced public high schools or are balancing their classes with work or family responsibilities.
Students who learn entirely online at any level are less likely to have graduated within eight years than students in general, who have a 66 percent eight-year graduation rate, data from the National Center for Education Statistics shows.
Graduation rates are particularly low at for-profit universities, which enroll a quarter of the students who learn exclusively online. In the American InterContinental University System, for example, only 11 percent of students graduated within eight years after starting, federal data shows, and at the American Public University System, 44 percent. The figures are for the period ending in 2022, the most recent for which they have been widely submitted.
Several private, nonprofit universities and colleges also have comparatively lower eight-year graduation rates for students who are online only, the data shows, including Southern New Hampshire University (37 percent) and Western Governors University (52 percent).
If they do receive degrees, online-only students earn more than their entirely in-person counterparts for the first year after college, Eduventures finds — perhaps because they tend to be older than traditional-age students, researchers speculated. But that advantage disappears within four years, when in-person graduates overtake them.
For all the growth in online higher education, employers appear to remain reluctant to hire graduates of it, according to still other research conducted at the University of Louisville. That study found that applicants for jobs who listed an online as opposed to in-person degree were about half as likely to get a callback for the job.
How strongly consumers feel that online higher education should cost less than the in-person kind was evident in lawsuits brought against universities and colleges that continued to charge full tuition even after going remote during the Covid-19 pandemic.
Yet students keep signing on. For all the complaining about remote learning at the time, its momentum seems to have beenspeeded up by the pandemic, which was followed by a 12 percent increase in online enrollment above what had been projected before it hit, according to an analysis of federal data by education technology consultant Phil Hill.
Online students save on room and board costs they would face on residential campuses, and online higher education is typically more flexible than the in-person kind.
Sixty percent of campus online officers say that online sections of classes tend to fill first, and nearly half say online student numbers are outpacing in-person enrollment.
There have been some widely cited examples of online programs with dramatically lower tuition, such as a $7,000 online master’s degree in computer science at the Georgia Institute of Technology (compared to the estimated nearly $43,000 for the two-year in-person version), which has attracted thousands of students and a few copycat programs.
There are also early signs that prices for online higher education could fall. Competition is intensifying from national nonprofit providers such as Western Governors, which charges a comparatively low average $8,300per year, and Southern New Hampshire, whose undergraduate price per credit hour is a slightly lower-than-average (for online courses) $330.
Universities have started cutting their ties with for-profit middlemen, called online program managers, who take big cuts of up to 80 percent of revenues. Nearly 150 such deals were canceled or ended and not renewed in 2023, the most recent year for which the information is available, the market research firm Validated Insights reports.
Another thing that could lower prices: As more online programs go live, they no longer require high up-front investment — just periodic updating.
“It is possible to save money on downstream costs if you offer the same course over a number of years,” Ortagus said.
A student studies on her laptop. The number of college students who learn entirely online will this year surpass the number who take all their classes in person.
While that survey of online officers found a tiny decline in the proportion of universities charging more for online than in-person classes, however, the drop was statistically insignificant. And as their enrollments continue to plummet, institutions increasingly need the revenue from online programs.
Bittner, in Texas, ended up in an online master’s program in public health that was just being started by a private, nonprofit university, and was cheaper than the others she’d found.
Her day job is at the national nonprofit Young Invincibles, which pushes for reforms in higher education, health care and economic security for young Americans. And she still doesn’t understand the online pricing model.
“I’m so confused about it. Even in the program I’m in now, you don’t get the same access to stuff as an in-person student,” she said. “What are you putting into it that costs so much?”
The Hechinger Report provides in-depth, fact-based, unbiased reporting on education that is free to all readers. But that doesn’t mean it’s free to produce. Our work keeps educators and the public informed about pressing issues at schools and on campuses throughout the country. We tell the whole story, even when the details are inconvenient. Help us keep doing that.
President Donald Trump promises he’ll make American schools great again. He has fired nearly everyone who might objectively measure whether he succeeds.
This week’s mass layoffs by his secretary of Education, Linda McMahon, of more than 1,300 Department of Education employees delivered a crippling blow to the agency’s ability to tell the public how schools and federal programs are doing through its statistics and research branch. The Institute of Education Sciences (IES) is now left with fewer than 20 federal employees, down from more than 175 at the start of the second Trump administration, according to my reporting. It’s not clear how the institute can operate or even fulfill its statutory obligations set by Congress.
IES is modeled after the National Institutes of Health and was established in 2002 during the administration of former President George W. Bush to fund innovations and identify effective teaching practices. Its largest division is a statistical agency that dates back to 1867 and is called the National Center for Education Statistics (NCES), which collects basic statistics on the number of students and teachers. NCES is perhaps best known for administering the National Assessment of Educational Progress, which tracks student achievement across the country. The layoffs “demolished” the statistics agency, as one former official characterized it, from roughly 100 employees to a skeletal staff of just three.
“The idea of having three individuals manage the work that was done by a hundred federal employees supported by thousands of contractors is ludicrous and not humanly possible,” said Stephen Provasnik, a former deputy commissioner of NCES who retired early in January. “There is no way without a significant staff that NCES could keep up even a fraction of its previous workload.”
Related: Our free weekly newsletter alerts you to what research says about schools and classrooms.
Even the new acting commissioner of education statistics, a congressionally mandated position, was terminated with everyone else on March 11 after just 15 days on the job, according to five former employees. Chris Chapman replaced Biden-appointee Peggy Carr, who was suddenly removed on Feb. 24 without explanation before her congressionally designated six-year term was to end in 2027. It was unclear who, if anyone, will serve as the commissioner after Chapman’s last day on March 21. (Chapman did not respond to an email for comment.) Meanwhile, the chief statistician, Gail Mulligan, was put on administrative leave until her early retirement on April 1.* There is apparently no replacement to review the accuracy of figures reported to the public.
Two offices spared
Only two IES offices were untouched by this week’s layoffs: the National Center for Special Education Research, an eight-person office that awards grants to study effective ways to teach children with disabilities, and the Office of Science, a six-person office that reviews research for quality, accuracy and validity. It was unclear why they were spared. Other areas of the Education Department that fund and oversee education for children with disabilities also had relatively lighter layoffs.
A draft of an executive order to eliminate the Education Department was prepared in early March, but Trump hadn’t signed it as of this week. Instead, McMahon said on Fox News that she began firing employees as a “first step” toward that elimination. Former department employees believe that McMahon and her team decided which offices to cut. Weeks before her confirmation, about a half dozen people from McMahon’s former think tank, the right-wing America First Policy Institute, were inside the department and looking at the bureaucracy, according to a former official at the Education Department. The Education Department did not respond to my email queries.
The mass firings this month were preceded by a Feb. 10 onslaught, when Elon Musk’s Department of Government Efficiency terminated much of the work that is overseen by these education research and statistics units. Most of the department’s research and data collections are carried out by outside contractors, and nearly 90 of these contracts were canceled, including vital data collections on students and teachers. The distribution of roughly $16 billion in federal Title I aid to low-income schools cannot be calculated properly without this data. Now, the statisticians who know how to run the complicated formula are also gone.
‘Five-alarm fire’
The mass firings and contract cancellations stunned many. “This is a five-alarm fire, burning statistics that we need to understand and improve education,” said Andrew Ho, a psychometrician at Harvard University and president of the National Council on Measurement in Education, on social media.
Former NCES Commissioner Jack Buckley, who ran the education statistics unit from 2010 to 2015, described the destruction as “surreal.” “I’m just sad,” said Buckley. “Everyone’s entitled to their own policy ideas, but no one’s entitled to their own facts. You have to share the truth in order to make any kind of improvement, no matter what direction you want to go. It does not feel like that is the world we live in now.”
The deepest cuts
While other units inside the Education Department lost more employees in absolute numbers, IES lost the highest percentage of employees — roughly 90 percent of its workforce. Education researchers questioned why the Trump administration targeted research and statistics. “All of this feels like part of an attack on universities and science,” said an education professor at a major research university, who asked not to be identified for fear of retaliation.
That fear is well-founded. Earlier this month the Trump administration canceled $400 million in federal contracts and grants with Columbia University, blaming the university’s failure to protect Jewish students from antisemitism during campus protests last year over Israeli attacks on Gaza. Among them were four research grants that had been issued by IES, including an evaluation of the effectiveness of the Federal Work-Study program, which costs the government $1 billion a year. That five-year study was near completion and now the public will not learn the results. (The Hechinger Report is an independent news organization at Teachers College, Columbia University.)
Tom Brock, executive director of the Community College Research Center at Teachers College, Columbia University, said he had been cautiously optimistic that he could successfully appeal the cancellation of his $2.8 million in education research grants. (He planned to argue that Teachers College is a separate entity from the rest of Columbia with its own president and board of trustees and it was not affected by student protests to the same degree.) But now the IES office that issued the grants, the National Center for Education Research, has lost its staff. “I’m very discouraged,” said Brock. “Even if we win on appeal, all the staff have been laid off. Who would reinstate the grant? Who would we report to? Who would monitor it? They have completely eliminated the infrastructure. I could imagine a scenario where we would win on appeal and it can’t be put into effect.”
Active contracts
Many contracts with outside organizations for data collection and research grants with university professors remain active. That includes the National Assessment of Educational Progress, which tracks student achievement, and the Integrated Postsecondary Education Data System (IPEDS), which collects data on colleges and universities. But now there are almost no employees left to oversee these efforts, review them for accuracy or sign future contracts for new data collections and studies.
“My job was to make sure that the limited public dollars for education research were spent as best as they could be,” said one former education official who issued grants for the development of new innovations. “We make sure there’s no fraud, waste and abuse. Now there’s no watchdog to oversee it.”
The former official asked to remain anonymous as did more than a dozen other former employees whom I talked to while reporting this story. Some explained that the conditions of their termination, called a “reduction in force” or “RIF,” could mean losing their severance if they talked to the press. The terminated employees are supposed to work from home until their last day on March 21, and they described having limited access to their work computer systems. That is stymying efforts to wind down their work with their colleagues and outside contractors in an orderly way. One described how she had to take a cellphone picture of her termination notice on her laptop because she could no longer save or send documents on it.
So far, there has been no sign of protest among congressional Republicans, even though some of the cuts affect data and researchthey have mandated. A spokesman for Sen. Bill Cassidy, Republican of Louisiana and chairman of the Senate committee on Health, Education, Labor and Pensions, directed me to Cassidy’s statement on X. “I spoke to @EDSecMcMahon and she made it clear this will not have an impact on @usedgov ability to carry out its statutory obligations. This action is aimed at fulfilling the admin’s goal of addressing redundancy and inefficiency in the federal government.”
Following the law
In theory, a skeletal staff might be able to fulfill the law, which is often “ambiguous,” said former NCES commissioner Buckley. For example, the annual report to Congress on the condition of education could be as short as one page. Laws mention several data collections, such as ones on financial aid to college students and on the experiences of teachers, but often don’t specify how often they must be produced. Technically, they could be paused for many years without running afoul of statutes.
The remaining skeleton crew could award contracts to outside organizations to do all the work and have them “supervise themselves,” said Buckley. “I’m not advocating that oversight be pushed out to contractors, but you could do it in theory. It depends on your tolerance for contracting out work.”
NAEP anxiety
Many are anxious about the future of NAEP, also known as the Nation’s Report Card. Even before the firings, William Bennett, Education Secretary under President Ronald Reagan, penned an open letter along with conservative commentator Chester Finn in The 74, urging McMahon to preserve NAEP, calling it “the single most important activity of the department.”
Colorado Gov. Jared Polis, a Democrat who chairs the National Governors Association, is especially concerned. In an email, Polis’ spokesman emphasized that Polis believes that “NAEP is critical.” He warned that “undercutting data collection and removing this objective measuring stick that helps states understand and improve performance will only make our efforts more difficult.”
Though much of the test development and administration is contracted out to private organizations and firms, it is unclear how these contracts could be signed and overseen by the Education Department with such a diminished staff. Some officials suggested that the National Assessment Governing Board (NAGB), which sets NAEP policy, could take over the test’s administration. But the board’s current staff doesn’t have the testing or psychometrics expertise to do this.
In response to questions, board members declined to comment on the future of NAEP and whether anyone in the Trump administration had asked them to take it over. One former education official believes there is “apparently some confusion” in the Trump administration about the division of labor between NAGB and NCES and a “misunderstanding of how work gets done in implementing” the assessment.
Mark Schneider, a former IES director who is now a senior fellow at the American Enterprise Institute, said he hoped that McMahon would rebuild NCES into a modern, more efficient statistical agency that could collect data more cheaply and quickly, and redirect IES’s research division to drive breakthrough innovations like the Defense Department has. But he conceded that McMahon also cut some of the offices that would be needed to modernize the bureaucracy, such as the centralized procurement office.
So far, there’s no sign of Trump’s or McMahon’s intent to rebuild.
* Clarification: An earlier version of this story said that Mulligan had been terminated, but she revised a social media post about her status after publication of this story to clarify that she was not subject to the “reduction in force” notice.
The Hechinger Report provides in-depth, fact-based, unbiased reporting on education that is free to all readers. But that doesn’t mean it’s free to produce. Our work keeps educators and the public informed about pressing issues at schools and on campuses throughout the country. We tell the whole story, even when the details are inconvenient. Help us keep doing that.
Often a department of one, drama teachers must work proactively to find support networks and community resources that enable them to provide the best education possible.
In late spring, 2006, I was faced with a quandary: How do you teach drama? I had just been assigned my first drama classes at North Hollywood High School, where I’d been teaching for two years, and although I had many thoughts about shows I might direct that would be a good fit for our student population, I had no idea what to include in day-to-day classroom curriculum.
This conundrum was unfortunately not new to me. I had just earned my teacher certification in the state of California as an English teacher through LAUSD’s District Intern Program. Never mind that I had never taken an English class in college — I passed the state exam for English language arts and that was sufficient for entry to the program. As a result, I leaned heavily on the expertise of teachers in the English department at North Hollywood for guidance on what to teach. I asked those colleagues what they were teaching to get insight into what materials and activities were successful with our students. However, when it came to drama, I’d be on my own. Although elements of drama pedagogy were incorporated into various graduate courses I’d taken while a student in NYU Steinhardt’s Program in Educational Theatre, I lacked a scaffolded approach to learning how to create a curriculum and no set community of drama teachers to turn to for support.
Just as I had experienced in the English department at North Hollywood, most teachers have the luxury of working with colleagues who teach the same content. Consider the math department, the social studies department, or the science department. But how many schools have a drama department? Some lucky few might find themselves within an arts department, but how similar are visual art teaching, music teaching, dance teaching, and drama teaching? Consequently, it is incumbent upon drama teachers to get out of the isolation of being a department-of-one and find a support network of trusted peers to whom they can turn when faced with the all-too-common question: “What now?”
Community support for drama and theater teachers
Professional organizations like the American Alliance for Theatre and Education (AATE) and the Educational Theatre Association (EDTA) host annual conferences that provide theater educators with needed professional development and networking which are necessary resources for supporting classroom teachers. However, membership in these organizations is not free, and registration and travel to attend these annual conferences requires investment from school and district leadership to support teachers in their professional development.
The support drama teachers get from these organizations is essential at this political moment. In the press, a lot of attention is given to book banning across the country, but less so to censorship and restrictions in the arts. For the last five years, Qui Nguyen’s play “She Kills Monsters” regularly appears in EDTA’s annual survey of the top ten plays performed in schools, and yet the work has been met with calls for censorship and cancellation due to the play’s content. Other popular plays have faced a similar fate — be it Lorraine Hansberry’s “A Raisin in the Sun,” Moisés Kaufman and members of Tectonic Theatre Project’s “The Laramie Project,” Bert V. Royal’s “Dog Sees God: Confessions of a Teenage Blockhead,” or even works by William Shakespeare.
Through participation in national organizations like AATE and EDTA, drama teachers are able to develop support networks across the country. In community and solidarity, drama teachers are able to develop skills to meet the needs of an ever-diversifying student population, improve classroom instruction, promote deeper arts learning, and respond to classroom and community challenges in turbulent times.
Professional growth is often at the top of New Year’s Resolution lists. As educators and education leaders plan for the year ahead, we asked some of the nation’s top female school district leaders to give fellow women educators the do’s and don’ts of climbing the professional ladder. Here’s what they said.
Do:Believe in yourself.
Though women make up 76 percent of teachers in K-12 school settings, just a small percentage of women hold the most senior role in a district. But the climb to leadership isn’t an easy one; women in educational leadership report a range of biases–from interpersonal slights to structural inequities–that make it difficult to attain and persist in top positions.
Professional groups like Women Leading Ed are working to change that by highlighting long standing gender gaps and calling for policies and practices to improve conditions at all levels. Female education leaders are also working to rewrite the narrative around what’s possible for women educators and encouraging their peers.
Among those education leaders is Shanie Keelean, deputy superintendent of Rush-Henrietta Central School District in New York. When asked to share advice to her peers, she said, “You just have to continually push yourself forward and believe in yourself. So very often women, if they don’t check all the boxes, they decide not to go for something. And you don’t have to check all the boxes. Nobody knows everything in every job. You learn things as you go. Passion and energy go a long way in being really committed.”
Nerlande Anselme, superintendent of Rome City School District in New York, agreed: “We have directors in this field, we have coordinators in this field, we have psychologists who are doing amazing work, but they will dim themselves and figure that they cannot get to the top. Don’t dim your light.”
Don’t: Keep your career goals a secret.
When you decide to pursue a leadership position, don’t keep it a secret. While it may feel “taboo” to announce your intentions or desires, it’s actually an important first step to achieving a leadership role, said Kathleen Skeals, superintendent of North Colonie Central School District in New York.
“Once people know you’re interested, then people start to mentor you and help you grow into the next step in your career,” Skeals said.
Kyla Johnson-Trammell, superintendent of Oakland Unified School District in California, echoed: “Make your curiosity and your ambition known. You’ll be pleasantly surprised how that will be received by many of the folks that you work for.”
Do: Find a strong mentor.
A strong mentor can make all the difference in the climb to the top, leaders agreed.
“Seek out a leader you respect and ask for a time where you could have a conversation about exploring some possibilities and what the future might bring to you,” said Mary-Anne Sheppard, executive director of leadership development for Norwalk Public Schools in Connecticut.
It’s especially helpful to connect with someone in a position that you want to be in, said Melanie Kay-Wyatt, superintendent of Alexandria City Public Schools in Virginia. “Find someone who’s in the role you want to be in, who has a similar work ethic and a life that you have, so they can help you,” she said.
Don’t: Be afraid to ask questions.
“Start asking a lot of questions,” said Keelean. She suggested shadowing a mentor for a day or asking for their help in creating a career map or plan.
And don’t be afraid to take risks, added Johnson-Trammell. “Could you get me 15 minutes with the superintendent or the chief academic officer?”
Do: Build your skill set and network.
“Increase your impact by developing relational skills and leadership skills,” said Rachel Alex, executive director of leadership development of Aldine Independent School District in Texas.
And cultivate a network, said Heather Sanchez, chief of schools for Bellevue School District in Washington. “We can’t do it alone. Find that network, cultivate that network.”
Don’t: Give up.
“People are always going to tell you no, but that does not stop you,” said Kimberley James. “Continue to live beyond the noise and the distractions and stay focused on what it is that you want to accomplish for our students.”
“I would say to any woman aspiring to any level of leadership that first of all, never sell yourself short,” said Sanchez. “You have it in you.”
Interviews were conducted as part of the Visionary Voices video series. Responses have been edited for clarity and brevity.
Megan Scavuzzo, Presence
Megan Scavuzzo is the Vice President of Communications, Policy and Advocacy for Presence, a leading provider of PreK–12 remote special education-related and mental health evaluation and teletherapy services. With a diverse background in strategic communication and advocacy, Megan specializes in crafting compelling narratives that amplify voices across industries. By harnessing the power of storytelling, she aims to inspire action, provoke thought, and spark meaningful dialogue that leads to tangible change and impact.
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Kansas lawmakers are considering a bill that would sap tenure of its meaning for faculty at the state’s public colleges and universities.
House Bill 2348, introduced this month in the Kansas Legislature, doesn’t specifically say it would ban tenure. But according to the proposed law, “any special benefits, processes or preferences conferred on a faculty member” by tenure “can be at any time revoked” by a higher education institution or the Kansas Board of Regents, which governs the state’s public universities. It also says tenure wouldn’t “create any entitlement, right or property interest in a faculty member’s current, ongoing or future employment.”
The bill would end such rights not just for future “tenure” earners but for already tenured professors, too. Mallory Bishop, a nontenured instructor at Emporia State University who serves as faculty president, said HB 2348 would “remove the core premise of tenure,” which is “you cannot be fired without cause.”
“The bill itself seems to remove everything except the name of tenure,” Bishop said.
It’s part of a growing trend among Republican lawmakers in multiple states seeking to weaken or eliminate tenure in public institutions. Ohio’s Senate passed a bill this year that would weaken tenure, though the House hasn’t yet followed suit. So far, no state has fully banned tenure at public institutions.
But the Kansas bill is noteworthy for its origins. The Board of Regents and the state’s two top research universities publicly oppose it. So where did it come from?
Steven Lovett, general counsel for Emporia State University, says he wrote it. And the top of the bill includes one sentence saying a lawmaker requested it on Lovett’s behalf.
The bill materialized after Emporia State suffered a setback in its continued defense against a federal lawsuit filed by 11 tenured professors whom the university decided to lay off in 2022. A judge—rebuffing the university defendants’ request to toss out the suit—allowed the faculty to move forward with their allegations that they weren’t provided sufficient due process. Emporia State officials, including Lovett himself, are among the defendants in the continuing suit.
Those faculty were among 23 tenured professors whom Emporia State laid off, citing financial pressures and other possible reasons. The university’s handling of the situation led the American Association of University Professors to censure the institution. The controversy presaged layoffs over the past two years by other U.S. universities, which also cited financial concerns and didn’t spare tenured faculty. West Virginia University made headlines in 2023 for axing a swath of tenured faculty, followed by the University of Wisconsin at Milwaukee and Western Illinois University.
A university spokesperson wrote in a statement to Inside Higher Ed that Emporia State supports tenure and that Lovett’s “submission of this bill comes as a surprise to the university.” But the statement also defended Lovett’s “constitutional right” as “a private citizen” to submit the legislation.
The statement doesn’t say whether the university supports or opposes the bill. Emporia State didn’t provide an interview or respond to written questions about its position on the legislation.
Bishop said she’s asked top university officials for their stance but hasn’t received an answer; she said university president Ken Hush told her in a private conversation that even if the bill were to pass, “tenure still exists.” Lovett—saying he was commenting as a private citizen—has told lawmakers that universities that speak out against the bill are violating state law.
And while the university says it was surprised by Lovett’s submission of the bill, an online video of an earlier legislative hearing shows Hush appearing to urge lawmakers to support similar legislation not long before his top lawyer introduced it.
Reversing a Court Loss?
The university attempted to dismiss the laid-off professors’ lawsuit by arguing that tenure didn’t give them a “property right” to continued employment. “Property right,” or “property interest,” is a legal term, and if tenured professors possess this right, it could mean they should have received due process before being ousted, in accordance with the 14th Amendment.
In December, a U.S. district court judge in Kansas allowed the case to progress, ruling that the professors’ legal complaint sufficiently alleged that the faculty did have so-called property rights to keep their jobs. The case continues.
As the Kansas Reflector previously reported, a Kansas House Higher Education Budget Committee member asked Hush about the suit during a Jan. 31 hearing. According to a video of the proceedings, Hush said the property right ruling “means an entitlement and job forever, until this is settled in some form. Obviously, as a state agency, we’re working with the attorney general on this. And the other option to correct that is via legislation.”
About a week later, House Bill 2348 appeared at the request of Representative Steven K. Howe—who chairs the committee Hush spoke to—on behalf of Lovett. Howe declined to comment for this article.
The bill, however, is currently before the House Judiciary Committee—not Howe’s committee. Lovett advocated for the legislation during a Feb. 11 Judiciary hearing, in which he was introduced as “Mr. Steven Lovett, private citizen.” Lovett told the lawmakers the university didn’t encourage him to write the bill “and had no knowledge of it before I submitted it.”
He said the bill “eliminates the property right of tenure but not tenure itself.” The idea that tenure is a property right “obligates Kansans to a long-term, unfunded fiscal liability,” he said, adding that the due process required to oust tenured faculty “costs even more.” He argued the First Amendment makes tenure and due process unnecessary to protect academic freedom.
“A nontenured faculty member enjoys as much legal protection to pursue academic freedom as a tenured faculty member,” he said. Tenure “primarily results in nothing more than personal gain.”
Lovett said Board of Regents members echoed part of his arguments amid the lawsuit filed by the laid-off professors, arguing that any universities that opposed the bill would be violating state law that says the board manages public universities. As of now, though, a judge has dismissed all board members as defendants, leaving only Lovett, Hush and one retired Emporia State official facing the lawsuit.
At the end of his speech, Lovett, who’s also an associate professor of business law and ethics at Emporia State, publicly renounced the tenure the university gave him.
Doug Girod, chancellor of the University of Kansas, followed Lovett at the lectern.
“I don’t believe I’m breaking the law, because I am here with the full knowledge of my board,” Girod said. Eradicating “meaningful tenure” would mean losing “our best faculty, and we will not be able to replace them,” he said.
After Kansas State University’s president spoke against the bill, Blake Flanders, the top administrator at the Board of Regents, told lawmakers the board is also against it, citing similar recruitment and retention concerns. Further, his written testimony suggested he doesn’t buy Lovett’s argument that he’s acting as a private citizen.
He pointed out that Board of Regents policy requires legislative proposals from institutions it governs first be presented to the board for approval “before being submitted to the Legislature.” He wrote, “That policy was not adhered to in the case of this bill.” A board spokesperson didn’t provide Inside Higher Ed an interview or answer written questions about whether the board is pushing for Lovett to be disciplined.
Even if the bill passes, it’s unclear whether it would actually help Emporia State in its current suit or erase the meaning of tenure for other Kansas faculty who have already earned it. J. Phillip Gragson, attorney for the laid-off professors, said in an email that that would be unconstitutional.
“While the state can certainly commit higher education academic and economic suicide by passing a bill that eliminates tenure prospectively only if it wants, the state cannot take away tenure rights from those professors who have already obtained tenure without due process,” he wrote.
SUPAI, Ariz. — Kambria Siyuja always felt like the smartest kid in Supai.
Raised by educators in this tribal village at the base of the Grand Canyon, she started kindergarten a little ahead of her peers. Her teachers at Havasupai Elementary School often asked Siyuja to tutor younger students and sometimes even let her run their classrooms. She graduated valedictorian of her class.
But once she left the K-8 school at the top of her grade, Siyuja stopped feeling so smart.
“I didn’t know math or basic formulas,” she said. “Typing and tech? Nonexistent.”
Siyuja, now 22, wiped tears from her face as she sat alongside her mother and grandmother — the educators of the family — one afternoon last year in the Havasupai Tribal Council chambers. The trio wept as they recalled Siyuja’s move as a teenager to a private boarding school 150 miles away in Sedona, Arizona, which she’d chosen to attend because the federal agency that runs Havasupai Elementary, the only school in her village, provides no options for high school.
Kambria Siyuja, right, plans to teach in Supai, like her mother, Jackie Siyuja, middle, who teaches at the tribe’s preschool program. Grandmother and Havasupai Tribal Council chair Bernadine Jones, left, previously taught at the elementary school. Their tribe’s seal is reflected from a window onto a wall in the council chambers. Credit: Matt Stensland for The Hechinger Report
Once there, however, Siyuja discovered how little she’d learned at the Supai school. She had only superficial familiarity with state and U.S. history, and knew none of the literature her peers had read years earlier. She was the only freshman who’d never taken pre-algebra.
Last year, eight years after Siyuja graduated, the K-8 school still did not offer pre-algebra, a course that most U.S. public school students take in seventh or eighth grade, if not earlier. It had no textbooks for math, science or social studies. The school’s remoteness — on a 518-acre reservation the government forcibly relocated the Havasupai people to more than 150 years ago — makes it a challenge to staff, and chronic turnover required the few educators who remained to teach multiple grades at once. Only 3 percent of students test proficiently in either English language arts or math.
“I know they struggle a lot because of how few resources we have down here,” said Siyuja of Supai, which visitors must reach either by an 8-mile hike or helicopter. “But what are they teaching here?”
In 2017, six Havasupai families sued the federal government, alleging that the Bureau of Indian Education, which operates Havasupai Elementary and is housed within the Interior Department, deprived their children of their federal right to an education. The tribe, in a brief supporting the lawsuit, argued that the bureau had allowed Havasupai Elementary to become “the worst school in a deplorable BIE system” and that court intervention was required to protect students from the agency.
The families eventually secured two historic settlements that fueled hopes across Indian Country that true reform might finally improve outcomes both in Supai and perhaps also at BIE schools throughout the U.S.
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So far, the settlements have brought new staff to Supai, and the BIE had to reconstitute the school board. Teachers now must use lesson plans, and they finally have a curriculum to use in English, science and math classes. A new principal pledged to stay longer than a school year.
“We now have some teachers and some repairs to the building that are being done,” said Dinolene Kaska, a mother to three former students and a new school board member. “It has been a long time just to get to this point.”
Valencia Stinson leads a kindergarten class through a lesson matching lowercase letters with their corresponding uppercase letters. Credit: Matt Stensland for The Hechinger Report
The legal wins followed an effort to reform the BIE as a whole. In 2014, federal officials unveiled a sweeping plan to overhaul the beleaguered bureau, which had long struggled to deliver better student outcomes with anemic funding. If the BIE were a state, the schools it operates would rank at or very near the bottom of any list for academic achievement.
But in the past decade, and after a nearly doubling of its budget, the BIE has finally started to make some progress. Graduation rates have improved, staff vacancies are down and the bureau built its own data system to track and support student achievement across its 183 campuses in 23 different states. Now, those milestones could be at risk.
President Donald Trump, in his seismic restructuring of the federal government, laid off thousands of workers that will trigger deep cuts to the BIE, among other agencies that work directly on Indian Country. The White House in January also issued an executive order to turn the BIE into a school choice program, draining the bureau of funding and, according to some advocates in Washington, D.C., threatening the government’s long-established trust responsibility to tribal nations. It also remains unclear how the policy would benefit families in isolated communities like Supai where other schooling options are scant or nonexistent.
“Tribes in rural areas don’t have a lot of school choice,” said Quinton Roman Nose, executive director of the Tribal Education Departments National Assembly, a nonprofit that works with tribal education agencies. “For Native students, that’s not a good model. I don’t think it’s going to work for so many.”
Brian Schatz, a Hawaii Democrat and vice chairman of the Senate Committee on Indian Affairs, said the Trump administration’s actions are devastating. “What Trump is doing to the federal government isn’t just reckless — it’s arson,” he said in a statement to The Hechinger Report. “We will do everything we can to ensure that this manufactured chaos does not have lasting impacts on our trust and treaty responsibilities to Native communities.”
Last fall, as conservative critics called for dismantling the BIE and converting its funding into vouchers, longtime director Tony Dearman defended the bureau. He also pitched a new, five-year strategic direction that will emphasize tribal sovereignty and cultural education — both promises the bureau made in its reform agenda more than a decade ago.
“We have really built the capacity of the BIE,” Dearman said. “It’s just taken a while. Anything in the government does.”
Still, he insisted that the BIE could fulfill the government’s obligation to deliver a quality education to tribal nations. “I truly believe that we can handle the trust responsibility with the support from Congress through appropriations,” Dearman said.
For decades, the Department of the Interior, which manages natural resources and wildlife, placed control of schools on tribal reservations within its Bureau of Indian Affairs. The agency oversees law and justice across Indian Country, as well as agriculture, infrastructure, economic development and tribal governance. The agency’s poor management of schools, meanwhile, had been well documented, and in 2006, an internal shakeup resulted in the creation of the BIE.
Almost from the start, the new bureau faced criticism.
In 2008, the Government Accountability Office dinged the BIE for stumbling in its early implementation of the No Child Left Behind education law. A year later, the Nation’s Report Card found Native students in traditional public schools performed much better than those in BIE schools. (About 92 percent of Native students attend traditional public schools and 8 percent attend BIE schools.) Senators scolded the bureau after only 1 in 4 of its schools could meet the new federal education standards. A 2011 report, “Broken Promises, Broken Schools,” cataloged the deterioration of BIE schools, estimating it would cost $1.3 billion to bring every educational facility to an “acceptable” condition.
In 2013, then-Interior Secretary Sally Jewell assembled a study group to diagnose the root causes of academic failures in BIE schools. A year later, the group released the Blueprint for Reform. At its unveiling, Arne Duncan, then the federal education secretary, had damning words for why the BIE needed to change, calling it “the epitome of broken” and “utterly bankrupt.”
The blueprint, issued through a formal secretarial order, called for dramatically restructuring the BIE over two years, starting with its management of tribally controlled schools. In 1988, as part of a renewed focus on tribal sovereignty, Congress had created a grant program to help tribes take control of their respective BIE schools, and as of 2014, a full two-thirds of campuses had already converted.
The 70-page blueprint proposed transforming the agency from a top-down operator of schools into more of an educational services and support center. It would create a division within the BIE to focus on assisting principals with the day-to-day operation of schools. New regional directors and offices would oversee tribally controlled schools, BIE-operated campuses and schools on the sprawling Navajo Nation.
The plan also pitched the addition of “school support solutions teams” at each regional office that would assist with teacher and principal recruitment, school facilities, financial management and technology. A new Office of Sovereignty and Indian Education would help tribes convert their schools to local control and encourage them to shape culture and language classes. Other proposed changes included allowing tribes to tie staff pay to student performance and creating incentives to replicate successful tribally controlled schools.
The study group, however, did not address whether the bureau needed additional funding to pull off the reforms. And without additional funding, the BIE faced deep cuts as budget negotiations pressured then-President Barack Obama to require all federal agencies to reduce their spending by 20 percent.
That essentially tasked the BIE with achieving a turnaround of its failing schools with a fifth less funding. By the time of the blueprint, those cuts were already phasing in: Between 2011 and 2014, for example, the number of full-time administrators located on or near Indian reservations to oversee school spending fell from 22 to 13, leaving the remaining staff to still split 64 reservations among them.
“It was a terrible set up,” said one former top agency official who worked at the BIE during the blueprint’s release. The official, like many of the more than 75 interviewed by The Hechinger Report for this story, spoke on the condition of anonymity because of the DOI’s large role in tribal communities and worries that criticizing the agency could cost them jobs or contracts.
Famous for its turquoise waterfalls — Havasupai means “people of the blue-green water” — Supai village greets visitors at the banks of Havasu Creek.
The creek and waterfalls feed a hidden canyon oasis here. Trees bursting with blooms of apricot and pomegranate offer much-welcome shade for backpacking tourists and the mules carrying their gear. Tribal elders wind their way through Supai’s unmarked dusty roads as children on the preschool playground shield their eyes from sand swirling around the adjacent helipad. Benches, some made from milk crates, ring the town square at the front gate of Havasupai Elementary.
Eight years ago, lawyer Alexis DeLaCruz sat on one of those benches in Supai town square. She had recently started working at the Native American Disability Law Center, a firm based in Farmington, New Mexico, that represents Native Americans with disabilities. The firm had recently hosted a training on special education law for parents, and several from Supai, incensed about their kids’ education, traveled out of the canyon to attend. They convinced DeLaCruz and two colleagues to book a helicopter ride into the village to hear directly from parents about their experiences with the BIE.
Parents described how their children couldn’t tell the difference between North and South America and, despite BIE regulations requiring Native culture in all curriculum areas, the students never had a class in Havasupai culture, history or language. Because of a teacher shortage, children learned in classes that combined students from three or even four grades. The school had 10 principals in as many years. The BIE closed Havasupai Elementary for nearly a month in 2015 because of insufficient staffing.
About 100 students each year enroll in Havasupai Elementary School, one of 183 schools that the Bureau of Indian Education manages on 64 tribal reservations across the U.S. Credit: Matt Stensland for The Hechinger Report
Siyuja, who graduated from the school in 2016, remembered cooks and janitors stepping in as teachers — and then having to leave class midday to check on school lunch or plumbing problems.
Until Siyuja reached the fourth grade, Havasupai Elementary, which serves about 80 students, had two tribal members on staff. They led culture and language classes, and Siyuja still owns a copy of the Havasupai dictionary they gifted her as a child. But then they left, and most of the other teachers soon followed, during the 2011-12 school year, she recalled.
That’s when Obama tasked federal agencies with cutting a fifth of their administrative budgets, hollowing out the BIE’s ability to support its schools. In Supai, the already revolving door of educators suddenly started spinning much faster, Siyuja said.
“We were just in this constant loop of relearning the same thing over and over,” she said.
It wasn’t until college, at Fort Lewis College in Colorado, where Siyuja chose to study education, that she learned it was not normal for a school to lump so many grades together in one classroom. “That’s one of the major big no-nos,” she said. (In an email, a BIE spokesperson said, “Many schools implement implement multi-grade instruction as an intentional and effective educational model,” particularly in rural and remote locations, “to enhance individualized learning, maximize resources and promote peer collaboration.”)
In January 2017, nine students from six families sued the BIE and the Interior Department, naming as defendants Dearman, Jewell — who did not respond to interview requests — her deputy assistant secretary and the Havasupai Elementary School principal. The lawsuit listed all plaintiffs under pseudonyms to protect their identity, and the two families involved in the lawsuit who spoke with The Hechinger Report for this story asked to remain anonymous even after the settlements were signed. Some of the students still attend BIE schools, and parents remain worried about exposing any of their children’s privacy, even as adults.
The families hinged their case on a well-established federal right to education for Native American children.
There is no federal right to education in the Constitution, according to a landmark 1973 Supreme Court decision. But for Native Americans, congressional statutes, executive orders, treaties and other Supreme Court opinions dating back virtually to this nation’s founding have cemented education as a major component of the government’s trust responsibility — a set of legal and moral obligations to protect tribal sovereignty and generally look out for the welfare of tribal members. In 1972, lawmakers made it even more clear with the Indian Education Act, which says that the “federal government has the sole responsibility for the operation and financial support” of tribal schools. They also required the BIA — the BIE had not yet been established — to work with tribes to create a system of schools of “the highest quality.” To this day, the BIE pitches itself as a provider of a “world class education.”
DeLaCruz, not long after filing the Havasupai case, started imagining what impact it could have beyond that tiny community.
“Most cases in our legal system end in money,” she said. “This isn’t the same calculus. We’re weighing what we think we can get in place that won’t just make a difference for students now but frankly for generations to come.”
The lead plaintiff in the case was a sixth grader described in the lawsuit as Stephen C. Diagnosed with ADHD, he had never received counseling as mandated in his Individualized Education Program, or IEP, a legal document detailing the interventions and supports that a student with a disability will get from their school. None of the fifth grade teachers the school hired stayed more than two weeks, the lawsuit said, and Stephen C. was taught in a combined sixth, seventh and eighth grade class.
His teacher’s attention split among kids across three grades, Stephen C. started to act out. The school sent him home three to four times a week for behavior issues related to his disability, the lawsuit alleged. Even as an eighth grader, he could barely read or write.
In its friend-of-the-court brief, the Havasupai Tribe said its “people have been isolated at the bottom of one of the world’s most rugged canyons and for more than a century have been forced to depend on the federal government to educate their children.
“Although the days of forced removal and assimilation are over,” the brief continued, “the BIE is still failing its students.”
The federal government didn’t entirely dispute the claims of Stephen C. and his co-plaintiffs.
The BIE and DOI, in June 2017, formally petitioned the U.S. District Court of Arizona to dismiss the case, arguing that the students couldn’t prove the BIE failed or refused to comply with its regulations for what counts as a “basic” education. Also, by that point Stephen C. and four other plaintiffs all had graduated or transferred from Havasupai Elementary, making them ineligible to pursue compensatory educational services, according to the government.
But Lisa Olson, an attorney for the U.S. Department of Justice, also acknowledged the BIE’s shortcomings.
“We are not saying there’s no accountability here. We are just saying that it’s for Congress and the executive to resolve these problems,” Olson said during a November 2019 hearing before U.S. District Judge Steven Logan. “The agency doesn’t dispute that its efforts have been unsatisfactory and they have fallen short.”
Olson asked Logan to consider the many challenges of providing instruction in Supai: There was no funding for an agency helicopter to transport teachers in and out, for example, and new hires often failed their background checks or took other positions before the FBI checks were completed.
“There’s nothing we can do to change that,” she said.
Passengers load into a helicopter at a landing zone next to the preschool’s playground in a central part of Supai village. Credit: Matt Stensland for The Hechinger Report
Logan seemed unmoved. “So what you are basically saying, counsel, is it is the problem of the parents, and they need to make better decisions about where they have children so they can be properly educated?” he said. Olson responded, saying, “It is not the parents’ fault, but we need the cooperation of the parents and the community.” She continued, “I’m saying that BIE is doing its best and tries to enlist the support of parents and the tribe.”
The families also presented a secondary argument — that the complex trauma of Native American children qualifies them for services and protections of the sort that are guaranteed for students with disabilities. They argued that exposure to adversity — specifically, the long-lasting trauma from this nation’s official policy to separate Native children from their families in order to eradicate their cultures and seize tribal land — limited their ability to access the benefits of a public education. To this day, Havasupai families must ship their children away to attend high school, often in other states, and the BIE has no plans to open one in the canyon.
The government warned Logan against following that line of logic, cautioning that it would set a dangerous precedent linking childhood adversity to a student’s ability to learn. The families filed their lawsuit under the Rehabilitation Act of 1973, which prevents discrimination against people with disabilities in federal programs. It does not include adversity or trauma on its list of qualifying conditions, and its applicable regulations expressly note that social disadvantage, such as homelessness or family violence, do not count as impairments, the government noted.
Expanding that definition would threaten to impose “unwieldy” obligations on high-poverty schools across the U.S., the government’s attorneys argued.
“The alleged ‘forced relocation, loss of homes, families and culture,’ and poverty within the Havasupai community … do not constitute a physical or mental impairment,” the motion to dismiss reads.
In August 2020, the federal court issued a mixed decision. Logan allowed the case to continue for students with disabilities. The families also persuaded the court that complex trauma — including interaction with juvenile justice systems, extreme poverty and a denial of access to education — qualifies as a protected disability in the rehabilitation law. But he dismissed the general education claims, deciding that the older students, including Stephen C., had aged out of the school and no potential remedy would be precise enough for a court to enforce.
The Havasupai families cheered Logan’s ruling, but only in part. As they continued to pursue the special education claims, the Havasupai families challenged his decision to dismiss the rest of the case. A three-judge panel of the U.S. Court of Appeals for the 9th Circuit, which includes Arizona, heard their arguments in February 2022.
“The agency is attempting to comply,” Laura Myron, a Justice Department attorney, told the judges. There are, she added, “numerous, practical obstacles to operating a school at the bottom of the Grand Canyon.”
Kathryn Eidmann, president and CEO of Public Counsel, a pro bono public interest law firm, represented the Havasupai families and argued that their ancestors never chose to permanently live in such an isolated location. The government restricted the tribe to the reservation to make way for Grand Canyon National Park.
Hoai-My Winder, new principal at Havasupai Elementary Schools, holds a student’s hand while walking with him during recess. Credit: Matt Stensland for The Hechinger Report
“The obstacles that the government is pointing to that make compliance hard are entirely problems of the government’s own making,” Eidmann said.
In a short five-page decision, the 9th Circuit panel allowed the older students to continue their lawsuit against the BIE. They clarified that judges — namely, Logan — could indeed compel an agency to comply with its own regulations.
The three judges also ruled that the students could seek monetary compensation for the educational services they never received.
Tara Ford, also a pro bono attorney on the Stephen C. case, said at the time that the ruling would reverberate across Indian Country: “Students who have been harmed by the Bureau of Indian Education’s broken promises now have a path to hold the federal government accountable for its failures.”
By then, the students and government had settled the special education claims. Their deal provided each student with $20,000 for compensatory services and required the BIE to follow anti-discrimination provisions of the Rehabilitation Act while creating its first-ever complaint process for parents to challenge suspected discrimination. After the 9th Circuit ruling, however, negotiations to settle the rest of the Stephen C. case stretched beyond a year.
The eventual deal, signed in May 2023, established an $850,000 compensatory education fund for any student who attended Havasupai Elementary since 2011. The BIE estimates about 215 kids could qualify to use that money, meaning each child would receive roughly $4,000, less than some families had hoped for. It also agreed to pay stipends to help recruit and retain teachers in Supai, build additional housing for staff and hire a cultural instructor from the community. The BIE also had to form a new school board.
A year after the case closed, Breanna Bollig, a fellow at the California Tribal Families Coalition, wrote in a legal publication that it could change Native education far beyond Supai.
“The BIE could be held accountable at every other BIE school through similar lawsuits,” Bollig wrote. “Perhaps the federal right to education for Indian children can even be used to improve inadequate and inequitable state public schools that Indian children attend.”
Billy Vides stopped counting at 19.
That’s how many principals he worked with in his first three years as a teacher at Havasupai Elementary. He stayed two more years, submitting his resignation in June.
A longtime educator in Phoenix public schools, Vides first heard of Supai from a pair of grandmothers at an early learning conference. He had considered retiring, but knew he would miss working with kids. Vides searched online for Havasupai, bookmarked an article calling it “America’s Worst Tribal School” and sent in his application.
“I wanted to make a difference,” he said.
The BIE hired Vides in 2019 as a kindergarten and first grade teacher. On his first day, the interim principal assigned him to a combined kindergarten, first, third and fourth grade class. The ages didn’t mix well, he said, and the older kids bullied and sometimes assaulted the younger children.
Joy Van Est, a special education teacher who quit in June, said many of her students’ IEPs had not been updated for several years. It took her four months, the entirety of her tenure there, to update every child’s support plan.
As part of the settlement, an independent monitor every six months must visit Supai and inspect whether the BIE has complied with its own regulations at the school. The monitor must review 104 specific requirements covering student-to-teacher ratios, curriculum taught in each subject, textbooks, grading rules and more. In its first report following a January 2024 visit, the monitor found the bureau in violation of 72 of those requirements.
The school had a curriculum for just one subject — English language arts — and no textbooks for math, science and social studies, the compliance report reads. Teachers used no lesson plans, in any subject, and the school had no librarian. Only one tribal member taught at the school, leading culture and language classes once a week for 45 minutes.
The compliance officer granted the BIE some credit for hiring a school counselor and physical education teacher. However, once-a-week P.E. classes only happened if the part-time teacher could catch a helicopter flight. The counselor started in November 2023, but staff shortages required her to cover teachers’ classrooms too often for her to do any counseling work, the compliance officer found.
The compliance report seemed to have some impact: In the spring, the BIE went on a hiring spree to replenish the beleaguered staff in Supai. A second counselor and special education teacher — Van Est — plus a few additional teachers meant Havasupai Elementary was fully staffed for the first time in years.
A more recent work plan for the school, updated in December, documented further changes: The bureau hired enough staff to meet class size caps. Teachers now submit weekly lesson plans, and the school selected a curriculum and purchased computers for all grades.
The recent recruits include Hoai-My Winder, the school’s new principal. Winder had been working for the Department of Defense, as an administrator at an elementary school in Japan. She previously taught and worked as an assistant principal in Las Vegas, where her family settled after fleeing Vietnam during the fall of Saigon.
Havasupai Elementary School enrolls students from kindergarten through eighth grade. The Bureau of Indian Education directly operates the campus in Supai village, which visitors must reach via an 8-mile hike or helicopter ride. Credit: Matt Stensland for The Hechinger Report
“Day Six!” Winder hollered one afternoon this past May as she entered the spiked gates that separate Havasupai Elementary from the rest of the village. It was her tally of the number of days she’d been principal — both at Havasupai Elementary and ever.
While her husband unpacked boxes in their new home, Winder took inventory at her new school. She discovered 40-year-old math textbooks on classroom shelves. Havasupai teachers at some point had created a Supai dictionary and draft curriculum for language instruction; Winder found it collecting dust in a box.
As she met with parents and tribal members during her first week, ahead of the eighth grade graduation ceremony that afternoon, Winder repeated a pledge to stay at Havasupai Elementary for at least five years, maybe 10.
Felicia Siyuja, the longtime school secretary, stood next to Winder as families packed into the cafeteria for the ceremony. As the aroma of frybread wafted from the kitchen, Siyuja tapped the mic before addressing the 13 students sitting in the front row.
“I also want to apologize,” she told the soon-to-be freshmen. “All the teachers and principals rotating for all these years. It was hard for me as a grown-up. I can’t imagine how it was for you.”
Eighth graders wearing turquoise-and-gold colored gowns prepare for their graduation ceremony at Havasupai Elementary School. The tribal village, at the base of the Grand Canyon, is famous for its turquoise waterfalls. Credit: Matt Stensland for The Hechinger Report
Aside from Winder and her supervisor, the BIE would not allow The Hechinger Report to interview school staff on the record. But six current or former Havasupai teachers, most of whom spoke on the condition of anonymity, placed blame on the bureau for Havasupai Elementary’s dysfunction.
“The BIE is the problem,” said one teacher. “The BIE lacks humility.”
The educator, who now works at another BIE school, said he never received cultural training to prepare him for working with Native children and families. Several colleagues resigned before winter break his first year in Supai, making him the most veteran teacher on staff.
“I had no curriculum. No student names, no mentor, no oversight or guidance,” he said. “You don’t want to be yet another teacher who comes and goes. After three years, it gets old. It’s just exhausting.”
In a February 10 email, a BIE spokesperson wrote that cultural training, including language preservation, had been scheduled for later that month.
Van Est, who joined the bureau specifically to support its mission of uplifting tribal communities, said last summer that she no longer believed it was capable of doing that job. “The entity that has most recently oppressed the Havasupai people is making absolutely no effort to use education as a tool for repair, as a gold mine for building their future,” she said.
The BIE blames Havasupai Elementary School’s isolation and lack of housing for its troubles.
Even before the Stephen C. lawsuit, the BIE offered lucrative stipends to lure educators to Supai. It also guarantees housing, in theory, but in a pinch has forced teachers to room together. And a recent hiring spree, to satisfy the settlement, has made housing even tighter.
Dearman said a recent housing needs analysis determined the BIE now needs 30 beds in Supai, but has only 12. One teacher simply didn’t return to their position this fall when the bureau couldn’t secure housing for more than a few weeks.
“That puts a major strain on us being able to keep staff there,” Dearman said about the housing shortage. “We have housing needs at other locations as well. However, Havasupai is so isolated that if you’re not able to stay in our quarters there, there’s no other options.”
He said that it’s hard for some educators to uproot their lives to live in Supai. “It’s a difficult place to come in and out of. It really is,” Dearman said.
Poverty surrounds many BIE schools on tribal reservations, largely as a result of former government policies to eradicate Native peoples. In Supai, nearly 40 percent of the tribe lives in poverty, almost four times the national average. Tourism provides an economic bedrock for the Havasupai economy, though many families rely on government assistance.
Vides, the teacher, struggled with his decision to quit. His wife had remained 300 miles away in Phoenix, raising their 3-year-old daughter without him. He missed a lot of her firsts, and felt torn between her and the Havasupai children.
“It was difficult. I was grieving for the future of these students,” Vides said.
“Either the system is continually broken,” he added, “or the system is working successfully to slowly eradicate this tribe.”
Long before Trump’s executive order in January, some conservatives had pushed school choice as a solution to the BIE’s troubles. In 2016, the right-wing Heritage Foundation proposed turning the BIE into an education savings account, or ESA, which would grant families a portion of their child’s per-pupil funding to spend on private school tuition, home-school supplies and other educational expenses. That same year, the late Arizona Sen. John McCain introduced legislation offering ESAs equal to 90 percent of what the BIE spends on each student.
The bill didn’t advance, but Heritage resurrected the idea last year in its Project 2025 transition plan for the next president. Notably, the conservative think tank — despite citing the BIE’s poor track record as justification for converting much of its funding into vouchers — also proposed granting it even more authority over the education of all Native American students, in all U.S. public schools.
In his January order, Trump required the BIE to identify “any available mechanisms” for families to tap federal funding for private and faith-based schools, as well as to report on the performance of its schools and identify alternatives for families to consider. The agency has until April to submit its plan, for implementation this fall. The White House did not respond to several requests for comment.
In certain tribal communities across Arizona, some parents have started to consider opting out of the BIE system. The state passed a universal school voucher program in 2022, giving any family who wants roughly $7,400 to spend on private or parochial schools or other options. Christian academies on the Gila River Indian Community, a reservation near Phoenix, have already used the program to recruit students.
The walls of Havasu Canyon surround the village of Supai, where water from Havasu Creek later connects to the Colorado River at the Grand Canyon. Credit: Matt Stensland for The Hechinger Report
But in Supai, some residents worry the ESA option is meaningless. The closest private schools, in Kingman, are more than two hours away. Internet access in the village is virtually nonexistent, a hurdle for any parents trying to teach their kids at home.
The National Indian Education Association, an advocacy group, has yet to issue a position on Trump’s order but said in a statement that it’s “closely monitoring” potential impact on cultural preservation and access to education for Native students. In the past, the group has said BIE is the best option to fulfill the federal government’s responsibility to educate Native students. It blames its poor results on Congress — the branch of government holding the purse strings.
“The BIE in general, they just have a difficult time,” said Roman Nose, with the national group for tribal education departments. He noted that Department of Defense schools — the only other K-12 system run by the federal government — receive more funding. And Roman Nose worried how the recent federal layoffs and school choice proposal could further erode BIE’s ability to fulfill the trust responsibility.
The BIE lost dozens of employees in the recent layoffs, sources told ICT. Among those laid off were approximately 30 from non-school positions in the BIE agency offices, excluding kindergarten through 12th grade schools.
“There won’t be any progress made during this administration,” Roman Nose said. “It’s a difficult job, but these are treaty obligations.”
Dearman, the bureau’s longtime director, insisted that the BIE could fulfill the government’s obligation to deliver a quality education to tribal nations.
Under his leadership, the BIE has secured some financial wins for its schools. Lawmakers now funnel about $235 million into the bureau for school construction – it has asked for more than $400 million – and $150 million for replacing older campuses, according to the agency. Counselors and teachers now make the same amount as their counterparts in Department of Defense schools. And Dearman, a longtime champion of early childhood education, has expanded the bureau’s popular preschool program into more schools.
Traditional beadwork decorates an eighth grader’s graduation cap at a Havasupai Elementary School ceremony. The school’s mascot is the eagle. Credit: Matt Stensland for The Hechinger Report
Graduation rates have also climbed. Last year, according to the bureau, 75 percent of its high schoolers earned a diploma on time — a 31 percentage point jump since 2014 and slightly above the national average for Native American students. As of 2021, the last time the BIE reported achievement data, 17 percent of students tested on grade level in English language arts, and 11 percent in math. For three states where the BIE runs two-thirds of its schools, students have posted 8 percentage point increases on English exams and 13-point increases on math exams since 2016, according to the bureau.
The U.S. Government Accountability Office, which has tracked the BIE’s “systemic management weaknesses” since 2013, recently reported that it had achieved substantial progress on school construction and safety. The bureau’s oversight of special education, distance learning and school spending remain open problems, the GAO found, while also noting in its report — released just days before Trump’s recent layoffs — that meager staffing “has been a challenge for BIE for over a decade.”
DeLaCruz left the Native American Disability Law Center in October to work on education litigation for the Tulalip Tribe in northern Washington state. A little more than a year after closing the Havasupai case, she hesitated to call either settlement a win.
Still, she noted in an email that the creation of a school board at Havasupai Elementary had been a big step forward: “The fact there is a community-led School Board to ask questions and voice concerns to the BIE is vital to improving education at Havasupai Elementary School.”
Kambria Siyuja works during her summer break at Supai’s preschool program. Siyuja graduated from Havasupai Elementary School down the road and plans to teach there after graduating from Fort Lewis College next year. Credit: Matt Stensland for The Hechinger Report
The morning after the eighth grade graduation ceremony, Kambria Siyuja walked past her old elementary school as the sun crawled over the rust-red walls of Supai Canyon.
She greeted parents dropping off their sleepy toddlers at the federal Head Start preschool. Siyuja has worked there every summer break in college, hoping to decide whether to pursue a job in early learning or teaching down the road, at Havasupai Elementary.
Her grandmother, Bernadine Jones, attended Havasupai Day School in the 1960s, when it only offered K-2 classes, before attending and graduating from a Phoenix high school. She eventually returned to Supai and taught at her old school and the village preschool for 20 years. Siyuja’s mother teaches at the tribal Head Start program.
Academically, Siyuja finally feels prepared to be a teacher.
“It’s really weird taking a class in college and learning stuff they should have taught me at that elementary school,” she said. “Now I’m really able to understand math, and also teach math.”
This winter, Siyuja returned home for break with big news. Not only had she finally finished remedial math and qualified for a math class this past semester that would earn her full college credit, she’d passed it, receiving a B.
Siyuja also recently learned she qualified for about $3,500 from the Stephen C. settlement. She said she had planned to use the money to pay for her spring semester of college, but as of February, had not heard back from a BIE representative about the payment.
She graduates from Fort Lewis College, the former site of a notorious Indian boarding school, in 2026.
Despite her misgivings about the BIE, she said she views becoming an educator at the school as the best way possible to help her community. “I just want the younger kids to have a much better education than we got.”
Contact staff writer Neal Morton at 212-678-8247 or morton@hechingerreport.org.
This story about the Bureau of Indian Education was produced by The Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education, in collaboration with ICT (formerly Indian Country Today). Sign up for the Hechinger newsletter. Sign up for the ICT newsletter.
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