ReportWire

Tag: School Districts

  • Mis-identifying “504-only” students

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    Key points:

    Section 504 of the Rehabilitation Act, which prohibits discrimination against students and other individuals with disabilities, is far less visible than the Individuals with Disabilities Education Act (IDEA) in school districts.  Largely neglected in comparison to the IDEA, it poses growing problems and hidden costs on the general education side of the ledger.  In comparison to students with IEPs under the IDEA, students eligible under only the overlapping coverage of Section 504 are the responsibility of general education.

    The problems and costs start with mis-identification under Section 504’s definition of disability, which is broader than that under the IDEA.  Not limited to specified classifications, such as specific learning disability, or the need for special education, the requirements for Section 504 eligibility are (1) any physical or mental impairment that limits (2) a major life activity (3) substantially.  The students identified under Section 504 rather than the narrow eligibility definition of the IDEA are referred to as “504-only,” and they typically receive accommodations and services under a 504 plan as compared to an IEP.

    “504-only” rates

    The national rate of students with 504 plans has almost quadrupled in the past 15 years.  More specifically, in school year 2009–10, which was one year after Congress expanded the interpretive standards for determining eligibility under Section 504, the national percentage, according to data collected by the U.S. Department of Education, was 1.1 percent.  This percentage steadily increased, well beyond the effects of the Congressional amendments.  In 2021–22, which was the most recently released data from the Department, the national percentage was 3.9 percent.

    This growth is attributable in part to the increase in the identified incidence of not only ADHD, dyslexia, and anxiety but also various physical health issues, such as diabetes and food allergies.  However, another major reason is the loose identification practices for “504-only” students.

    Revealing not only resulting over- but also under-identification, for the most recent year of 2021–22, the rates varied at the state level from New Hampshire and Texas at almost double the national percentage to New Mexico and Mississippi at less than half that national rate.  California’s rate for that year was only 2.1 percent, but its variance was wide.  Its districts ranged from 0 percent to 13.9 percent, and schools ranged from 0 percent to 24.2 percent.  Districts and schools at the low end are particularly vulnerable to individual child find claim.  And one can only imagine what it’s like to be a general education teacher at a school for those at the high end in terms of paperwork, meetings, implementation, and resulting litigation.  Thus, both over- and under-identification warrant administrative attention.

    Mis-identification costs and consequences

    For over-identification, the hidden costs include not only providing related services, such as counseling and transportation, but also the time of teachers and administrators for meetings, forms, and potential complaint investigations, impartial hearings, and court proceedings.  Additionally, at a time of teacher shortage, high percentages of students with 504 plans contributes to current recruitment and attrition problems. Yet, unlike the IDEA, Section 504 provides no extra funding from either federal or state governments.  Thus, Section 504 implementation is part of the school district’s general education budget.  Moreover, along with under-identification, over-identification is a matter of social as well as legal justice, because it allocates limited school resources to students who do not really qualify and, thus, are false positives.  This hurts both the true positives (i.e., accurately identified) and the false negatives (i.e., should be identified).  The under-identified students pose a hidden cost of exposure to child find violations, which include attorneys’ fees and remedial orders.

    Quick tips for district consideration

    • Make sure that your administration annually collects and examines accurate information as to the percentage of students with 504 plans for the district as a whole and for the elementary, middle, and high school levels.  For percentages that are notably high or low in relation to extrapolated current national and state rates, extend the data collection and review to the identified impairments, major life activities, and the basis for the “substantial” connection between the impairment and major life activities
    • Under the leadership of a designated central administrator, make sure that each school has a carefully selected, officially designated, sufficiently trained, and solidly backed Section 504 coordinator  In general, the principal or an assistant principal is the presumptively correct choice; yet, principals too often delegate this key role to a relatively inexperienced school counselor or other staff member who lacks appropriate expertise and authority for proper 504-only identification.    
    • Make sure that the administration has uniform, effective, and legally defensible policies and practices that include:
      • Child find procedures parallel to those under the IDEA but keyed to the broader, three-part definition of disability under Section 504, which does not require educational impact or the need for special education.
      • Eligibility decision is by a team that meets the legal criteria of being reasonably knowledgeable about the child, evaluation data, and appropriate services/accommodations.
      • Regular training for the team, which includes legal updates on the identification procedures and criteria but also the longitudinal § 504-only rates for the district, school, and grade.
    • Invest general education resources on multi-tiered strategies and supports, differentiated instruction, and responsive accommodations for students that do not clearly qualify for either IEPs or 504 plans.  The more that districts meet student needs with such practices on a reliable and reasonable basis, the less that problems of over- and under-identification tend to arise.
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    Perry A. Zirkel, Retired Professor of Education Law

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  • Cutting costs without cutting corners

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    Key points:

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

    Getting a handle on extra duty

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

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

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

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

    A more efficient (and satisfied) payroll department

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

    Finding efficiencies in your district

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

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

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

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    Jacqueline Benson, Jurupa Unified School District

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  • Property tax workaround will distribute some money to local taxing bodies

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    Cook County taxing bodies that have waited months to get their cut of property tax revenues will receive a partial payment in the coming days, Treasurer Maria Pappas announced late Friday.

    Schools, libraries, villages and park districts have been waiting for their share of revenue from taxpayers’ bills for months. Thanks to a rocky uptake of a new technology system that handles data between property tax offices, that distribution process has been doubly delayed: first when bills went out late and then again as county officials struggled with their “distribution” system to correctly apportion the $8 billion in collected dollars out to the county’s hundreds of districts after bills were paid.

    Pappas’ staff worked over the holiday to build a stopgap solution to get those districts about 20% of their money via ACH, or automated clearinghouse transaction, according to a release. About $2.3 billion will be distributed from the county straight into about 500 taxing bodies’ accounts, according to Pappas’ office.

    School districts that rely almost entirely on property tax revenue to operate have complained they have thrown money away on interest and administrative costs from borrowing or from cashing out other investments that would otherwise accrue interest in order to manage their cash flow. Without their distributions, those interests costs would continue growing.

    The stopgap measure won’t replace the latest system fix, part of a roughly decade-long upgrade the county undertook with Texas-based vendor Tyler Technologies. Authorities will have to go through a true-up process after that fix is in to make sure final distributions are correct.

    Problems have spanned across and between Tyler and the county’s main property tax offices — the clerk, treasurer and assessor — over the years. Cook County Board President Toni Preckwinkle’s office doesn’t have a statutory role in the property tax system, but her Bureau of Technology maintains the mainframe computers that hold decades of property tax data and has often served as referee.

    Mark Hawkins, rear, president of the Tyler Technologies’ Property and Recording Division, listens as Cook County Chief Information Officer Tom Lynch addresses a meeting of the Cook County Board’s technology committee at the County Building in Chicago on April 9, 2025. (Terrence Antonio James/Chicago Tribune)

    The latest error cropped up when officials discovered Tyler had not been given the correct file to run their tests. Pappas last week blamed the Bureau of Technology, which originally maintained the data on the old system, and faulted Tyler’s past failures in a Friday release. Preckwinkle’s office said it functions essentially as a waiter and provide what’s asked. The problem “was the responsibility of the Treasurer, and no other office,” Preckwinkle’s office said in a statement.

    As of Monday, there were about a dozen problems still to fix related to distributions on the county’s property tax tracker. Other fixes are still needed to handle refunds and certificates of error.

    “It’s my hope that we will be able to distribute the remaining funds collected through Tyler’s system,” Pappas said in the release. “But if not, I will do whatever is necessary to get the taxing districts the money they so desperately need.”

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    A.D. Quig

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  • Chronic absenteeism could derail K-12 education

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    eSchool News is counting down the 10 most-read stories of 2025. Story #9 focuses on chronic absenteeism.

    Key points:

    The biggest problem in education is that kids aren’t showing up to school. Last year, 26 percent of students missed a month of class or more, leading to dramatic declines in academic performance. Chronic absenteeism accounted for 27 percent of the drop in math scores and 45 percent of the decline in reading scores from 2019 to 2022. Students who are chronically absent are 7x more likely to drop out before graduating, and while state and district leaders are scrambling for solutions, kids are falling further behind.

    Why chronic absenteeism is hard to solve

    In 2019, only 13 percent of students in the U.S. were chronically absent. Typically, these students missed school because of significant personal reasons–long-term illness, gang involvement, clinical depression, working jobs to support their families, lacking transportation, drug use, unplanned pregnancy, etc.–that aren’t easily fixed.

    However, since the pandemic, the rate of chronic absenteeism has doubled from 13 percent to 26 percent.

    The change is cultural. For the last hundred years, it was drilled into the American psyche that “school is important.” A great effort was made to provide bussing to any child who lived too far to walk, and the expectation was that every child should come to school every day. Cutting class was sure to land you in the principal’s office or potentially even lead to police showing up at your door.

    During the Covid-19 pandemic, this narrative flipped. As parents began working from home, their kids sat beside them. With lectures recorded and assignments posted online, attending class began to feel optional. When school doors reopened, many families didn’t fully come back. Common excuses like being tired, missing the bus, or simply not feeling like going were validated and excused rather than admonished. While students who skip school were once seen as delinquent, for many families it has become culturally acceptable–almost even expected–for kids to stay home whenever they or their parents want.

    Overwhelmed by the drastic rise in absenteeism, school staff are unable to revert cultural norms about attendance. And it’s not their fault.

    The root of the problem

    Each student’s situation is unique. Some students may struggle with reliable transportation, while others skip certain classes they don’t like, and others still are disengaged with school entirely. Without knowing why students are missing school, staff cannot make progress addressing the root cause of chronic absenteeism.

    Today, nearly 75 percent of student absences are “unexplained,” meaning that no authorized parent called or emailed the school to say where their children are and why they aren’t in class. This lack of clarity makes it impossible for schools to offer personalized solutions and keep students engaged. Unexplained absences only deepen the disconnect and limit schools’ ability to tackle absenteeism effectively.

    Knowing why students are missing school is critical, but also very difficult to uncover. At a high school of 2,000 students with 85 percent average daily attendance, 225 students will be absent each day without providing any explanation. In an ideal world, schools would speak with every parent to find out the reason their child wasn’t in class–but schools can’t possibly make 225 additional phone calls without 3-5 additional staff. Instead, they rely on robocalls and absence letters, and those methods don’t work nearly well enough.

    Normalize attendance again: It takes a village

    Improving attendance is about more than just allocating additional resources. It’s about shifting the mindset and fostering a culture that prioritizes presence. This starts with schools and communities making attendance a shared responsibility, not just a policy.

    First, schools must take the initiative to understand why students are missing school. Whether through modern AI-driven attendance systems or with more traditional methods like phone calls, understanding the root causes is critical to addressing the issue.

    Next, categorize and recognize patterns. Small adjustments can have big impacts. One district noticed that students who were 0.9 miles away from school were much more likely to not show up because their bussing policy was for families living 1 mile away from school or further. By changing their policy, they saw a surge in attendance. Similarly, pinpointing specific classes that students are skipping can help tailor interventions, whether through teacher engagement or offering additional support.

    Lastly, schools should focus resources on students facing the most severe challenges. These students often require personalized solutions, such as home visits for unresponsive parents or help with transportation. Targeted efforts like these create a direct impact on reducing absenteeism and improving overall attendance.

    When communities unite to make school attendance a priority, students receive the support they need to succeed. Tackling chronic absenteeism is not an easy task, but with focused effort and a culture of engagement, we can reverse this troubling trend and give students the foundation they deserve for future success.

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    Joe Philleo, Edia

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  • How districts can avoid 4 hidden costs of outdated facilities systems

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    Key points:

    School leaders are under constant pressure to stretch every dollar further, yet many districts are losing money in ways they may not even realize. The culprit? Outdated facilities processes that quietly chip away at resources, frustrate staff, and create ripple effects across learning environments. From scheduling mishaps to maintenance backlogs, these hidden costs can add up fast, and too often it’s students who pay the price. 

    The good news is that with a few strategic shifts, districts can effectively manage their facilities and redirect resources to where they are needed most. Here are four of the most common hidden costs–and how forward-thinking school districts are avoiding them. 

    How outdated facilities processes waste staff time in K–12 districts

    It’s a familiar scene: a sticky note on a desk, a hallway conversation, and a string of emails trying to confirm who’s handling what. These outdated processes don’t just frustrate staff; they silently erode hours that could be spent on higher-value work. Facilities teams are already stretched thin, and every minute lost to chasing approvals or digging through piles of emails is time stolen from managing the day-to-day operations that keep schools running.  

    centralized, intuitive facilities management software platform changes everything. Staff and community members can submit requests in one place, while automated, trackable systems ensure approvals move forward without constant follow-up. Events sync directly with Outlook or Google calendars, reducing conflicts before they happen. Work orders can be submitted, assigned, and tracked digitally, with mobile access that lets staff update tickets on the go. Real-time dashboards offer visibility into labor, inventory, and preventive maintenance, while asset history and performance data enable leaders to plan more effectively for the long term. Reports for leadership, audits, and compliance can be generated instantly, saving hours of manual tracking. 

    The result? Districts have seen a 50-75 percent reduction in scheduling workload, stronger cross-department collaboration, and more time for the work that truly moves schools forward.

    Using preventive maintenance to avoid emergency repairs and extend asset life

    When maintenance is handled reactively, small problems almost always snowball into costly crises. A leaking pipe left unchecked can become a flooded classroom and a ruined ceiling. A skipped HVAC inspection may lead to a midyear system failure, forcing schools to close or scramble for portable units. 

    These emergencies don’t just drain budgets; they disrupt instruction, create safety hazards, and erode trust with families. A more proactive approach changes the narrative. With preventive maintenance embedded into a facilities management software platform, districts can automate recurring schedules, ensure tasks are assigned to the right technicians, and attach critical resources, such as floor plans or safety notes, to each task. Schools can prioritize work orders, monitor labor hours and expenses, and generate reports on upcoming maintenance to plan ahead. 

    Restoring systems before they fail extends asset life and smooths operational continuity. This keeps classrooms open, budgets predictable, and leaders prepared, rather than reactive. 

    Maximizing ROI by streamlining school space rentals

    Gymnasiums, fields, and auditoriums are among a district’s most valuable community resources, yet too often they sit idle simply because scheduling is complicated and chaotic. Paper forms, informal approvals, and scattered communication mean opportunities slip through the cracks.

    When users can submit requests through a single, digital system, scheduling becomes transparent, trackable, and far easier to manage. A unified dashboard prevents conflicts, streamlines approvals, and reduces the back-and-forth that often slows the process. 

    The payoff isn’t just smoother operations; districts can see increased ROI through easier billing, clearer reporting, and more consistent use of unused spaces. 

    Why schools need facilities data to make smarter budget decisions

    Without reliable facilities data, school leaders are forced to make critical budget and operational decisions in the dark. Which schools need additional staffing? Which classrooms, gyms, or labs are underused? Which capital projects should take priority, and which should wait? Operating on guesswork not only risks inefficient spending, but it also limits a district’s ability to demonstrate ROI or justify future investments. 

    A clear, centralized view of facilities usage and costs creates a strong foundation for strategic decision-making. This visibility can provide instant insights into patterns and trends. Districts can allocate resources more strategically, optimize staffing, and prioritize projects based on evidence rather than intuition. This level of insight also strengthens accountability, enabling schools to share transparent reports with boards, staff, and other key stakeholders, thereby building trust while ensuring that every dollar works harder. 

    Facilities may not always be the first thing that comes to mind when people think about student success, but the way schools manage their spaces, systems, and resources has a direct impact on learning. By moving away from outdated, manual processes and embracing smarter, data-driven facilities management, districts can unlock hidden savings, prevent costly breakdowns, and optimize the use of every asset. 

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    Shane Foster, Follett Software

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  • Turning superintendent transitions into strength–not division

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    Key points:

    When a long-serving superintendent departs, districts inherit more than a vacancy. They inherit emotion, legacy, and the uncertainty that comes with change. With superintendent tenure shrinking nationwide, the real question isn’t if transitions will happen; it’s whether districts can navigate them without losing momentum for students.

    I stepped into the superintendency at Mississinewa Community Schools following the retirement of a respected leader. We avoided the common pitfalls, mixed messages, rumor spirals, and initiative drift by treating the transition as a community moment rather than a personnel change.

    Here are practical steps any district can adapt, regardless of size or setting.

    1. Model professionalism, especially when it’s hard

    Leadership changes often mean disappointment for people who’ve given years to the district. Ask outgoing leaders to help “set the table” for what’s next: Attend public meetings, co-host early listening sessions, and make warm handoffs to key staff and partners.

    Why it works: Visible unity lowers anxiety and keeps adults focused on students, not politics.

    Try this: Create a two-page “transition script” with shared talking points, key dates, and who says what, when.

    2. Go first with transparency

    Transitions are prime time for speculation. Beat it with a simple, repeated message: what’s changing, what’s not, and when stakeholders can weigh in.

    Why it works: Predictability builds trust; small, frequent updates outperform lengthy, sporadic memos.

    Try this: A 60-day communications cadence; weekly staff note, biweekly family/community update, and a brief public dashboard tracking immediate priorities (e.g., safety, staffing, instruction, operations).

    3. Build trust through presence, not pronouncements

    Spend full days in each school early on–not for photo ops, but for structured listening. Invite a veteran leader with deep relationships to walk alongside the new leader.
    Why it works: Trust is built in classrooms and hallways. Side-by-side introductions transfer social capital and signal continuity.

    Try this: Use a three-question listening protocol: What’s working students-first? What’s getting in the way? What’s one quick win we can try this month? Close the loop publicly on what you heard and acted on.

    4. Protect instructional continuity

    Transitions can unintentionally pause or reset key initiatives. Identify the 3-5 “do-not-drop” items (e.g., early literacy practices, MTSS, PLC rhythms) and assign explicit owners and check-ins.

    Why it works: Students shouldn’t feel the turbulence of adult change.

    Try this: A one-page “continuity plan” listing each initiative, the non-negotiables, owners, and 30/60/90-day milestones.

    5. Anchor every decision in integrity

    People watch how leaders behave under stress. Humility from those exiting, patience from those staying, and clarity from those arriving are all forms of integrity that audiences read quickly.

    Why it works: Integrity reduces drama and accelerates collaboration.

    Try this: Adopt a simple decision rubric you can publish: Is it student-centered? Is it equitable? Is it feasible this term? Share how recent decisions aligned with the rubric.

    A quick-start checklist (steal this)

    • Day 0–15: Announce the continuity plan; align the cabinet on 3-5 non-negotiables; publish listening tour dates.
    • Day 30: Report “you said/we did” updates; celebrate quick wins; schedule joint appearances with outgoing leaders where appropriate.
    • Day 60: Refresh the dashboard; confirm owners/timelines for longer-horizon work; address one stubborn, high-visibility pain point.
    • Day 90: Publicly close the transition phase; restate the district’s instructional priorities and how they will be measured.

    Watchouts

    • Mixed messages: If leaders aren’t saying the same thing, you’re fueling rumors. Script and rehearse.
    • New-initiative temptation: Resist “rebranding” just to mark the moment. Improve execution first; rename later.
    • Invisible wins: Listening without visible action erodes trust. Close loops quickly–even on small items.

    Bottom line

    Leadership transitions aren’t just about titles; they’re about people and the students we serve. With professionalism, transparency, presence, and integrity, districts can turn a vulnerable moment into a unifying one and keep learning at the center where it belongs.

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    Jeremy Fewell, Mississinewa Community Schools

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  • Three of five SD governor hopefuls endorse statewide approach to cellphones in classrooms

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    (StockPlanets/Getty Images)

    Three candidates hoping to be South Dakota’s next governor support a statewide policy or law banning cellphones from school classrooms. Another said the decision should be left to local school districts, while a potential candidate is seeking local input on the issue.

    Most school districts in South Dakota already have a policy in place that doesn’t allow cellphones in classrooms. About one-third of school districts take the further step of removing or locking away cellphones during class or school hours, based on a South Dakota Searchlight survey of superintendents and analysis of published school policies.

    South Dakota’s lone U.S. Rep. Dusty Johnson, a Republican, announced three days after the publication of Searchlight’s story that, if elected governor next year, he would seek a statewide prohibition on student cellphone access during class time.

    “The state constitution makes it clear that kids should have quality education,” Johnson told Searchlight. “The state government setting a broad-stroke policy and then having the execution of that strategy and management done at the local level will give us the best of both worlds.”

    South Dakota is one of 24 states to not implement a statewide policy or law to ban or limit cellphone use in classrooms. State lawmakers considered a statewide effort last legislative session, but held off after school administrators said they’d prefer to determine policies at the local level. The Legislature instead passed a resolution encouraging school boards to implement such policies.

    According to a 2024 Pew Research Center survey, 72% of U.S. high school teachers say cellphone distraction is a major problem in the classroom. Some research suggests student performance improves after schools ban cellphones.

    Other candidates weigh in

    Two other announced candidates for governor said they support efforts to establish a statewide law or policy removing cellphones from classrooms.

    South Dakota House Speaker Jon Hansen, R-Dell Rapids, would support a statewide policy to ensure students focus “on learning, not on distractions” and foster healthier social interactions.

    From left, U.S. Rep. Dusty Johnson, Gov. Larry Rhoden, Aberdeen businessman Toby Doeden, and state House Speaker Jon Hansen. (South Dakota Searchlight images)

    Democrat Robert Arnold, a 20-year-old college student who said he plans to run for governor, said a statewide policy or law would benefit students, but added that other efforts would be more impactful on student wellbeing, including providing universal free lunch and ensuring the federal Department of Education remains intact. Arnold said Johnson should support those efforts.

    “Not a peep from him about policies that will have a real impact on our people, but he’ll of course propose legislation that at least makes it look like he cares about our children’s education,” Arnold said in an emailed statement.

    Aberdeen businessman and Republican Toby Doeden said phones in classrooms are “roadblocks” to education and a “breeding ground” for negative influences and distractions. But he said school boards should address the issue.

    “Allowing state leaders to mandate individual policy changes at the local level would set a terrible precedent and is an obvious constitutional overreach,” Doeden said in a text message. “As governor, I would absolutely lean on our local school boards to ban cellphones from the classrooms.”

    Robert Arnold announces his campaign for governor in June 2025 at the state Capitol in Pierre. (Courtesy of Robert Arnold)

    Robert Arnold announces his campaign for governor in June 2025 at the state Capitol in Pierre. (Courtesy of Robert Arnold)

    Current Republican Gov. Larry Rhoden has not announced his intention to run, but is expected to enter the race. The Rhoden administration is asking school leaders if they prefer cellphone policies that come from the local or state level, spokesperson Josie Harms said in an emailed statement.

    First Lady Sandy Rhoden spent the first few months of the Rhoden administration visiting schools to talk about the consequences of using cellphones during school hours.

    Students at Platte-Geddes School District, the first in the state to lock away student cellphones during the school day three years ago, said the restriction improved relationships and academics, the first lady said in a statement. The students started to spend less time on their phones outside of school, too, leading to better self-discipline.

    “Our students have so much to gain, and the constant distraction impedes their ability to learn,” she said.

    School administrator representative encourages local control

    Rob Monson, executive director of School Administrators of South Dakota, said school administrators prefer to handle the issue themselves. He surveyed members of his organization last year, when legislators considered introducing a bill.

    “I think most school districts are doing what they feel they should and what’s best for their school districts and patrons,” Monson said.

    Monson added that if a bill is introduced this legislative session, his organization will likely oppose it. 

    Johnson hopes the Legislature passes a bill this winter setting a statewide standard, saying it’s a “no-brainer.”

    “Once you identify an approach that clearly increases educational outcomes,” Johnson said, “that’s when it’s time to come together as a state and make sure every student is able to benefit from that policy.”

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  • A back-to-school look at the top-scoring school districts in the Pittsburgh region

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    With Labor Day upon us, many kids in the Pittsburgh region have already or soon will return to school.

    And as back-to-school time is underway, that brings the question of which school districts and charter schools get the highest scores on the state standardized tests given to students in public schools every year. It’s a question the Pittsburgh Business Times has been answering for 21 years with its Guide to Southwestern Pennsylvania Schools, which looks at the performance of 105 school districts in the region overall, as well as offers numerous other rankings, including those by grade that also include the charter schools and a ranking of all the districts in the state using the same formula.

    Here is a look at the results of that analysis, published every spring and revisited as students (and parents), teachers and administrators start the 2025-26 school year:

    Click here to read more from our partner the Pittsburgh Business Times.

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  • New Wayfinder White Paper Bridges the Gap Between Portrait of a Graduate and Career Readiness

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    Portrait of a Future-Ready Graduate Offers Strategies to Prioritize Human Skills and Activate District Frameworks for Workforce Success

    With 70% of employers prioritizing durable skills over technical abilities, today’s graduates need more than academic knowledge to succeed. Recognizing this shift, Wayfinder, a leader in purpose-driven education solutions, has released a new white paper, Portrait of a Future-Ready Graduate: Why Human Skills Matter More Than Ever.

    This research-backed report provides PreK-12 education leaders with concrete strategies to turn Portrait of a Graduate frameworks into action-helping students develop the interpersonal, cognitive, and self-leadership skills that will set them apart in an unpredictable workforce.

    “In a world where career paths are increasingly uncertain, the most future-proof skills are those that foster human connection, resilience, and adaptability,” said Patrick Cook-Deegan, Founder + CEO of Wayfinder. “This white paper underscores the critical role that K-12 education plays in developing these durable skills, ensuring students are not only career-ready but also prepared to lead purposeful and fulfilling lives.”

    Key insights from the white paper:

    • Human Skills Outrank Technical Skills in Career Readiness: Research from McKinsey, Google, and Harvard Business Review confirms that interpersonal, cognitive, and self-leadership skills are the most valuable professional assets.

    • States and Districts Are Prioritizing Durable Skills: Many states have integrated critical human skills into their graduation frameworks, ensuring students develop competencies like problem-solving, emotional intelligence, and civic responsibility.

    • Schools Must Implement Frameworks with Intention: Schools can ensure their Portraits of a Graduate are actionable by developing strategies to embed future-ready skills across grade levels, measure their impact, and align them with career readiness initiatives.

    • Wayfinder’s New Alignment Tool Bridges the Gap: Wayfinder’s new Portrait of a Graduate feature helps schools seamlessly integrate and track skill development, ensuring students graduate with the competencies they need to thrive.

    To further support future-ready education, Wayfinder has partnered with Roadtrip Nation-a leading nonprofit that helps students explore careers through real-world storytelling-in their programming and on this white paper. Together, they have integrated hundreds of hours of career-focused content into Wayfinder’s lessons, helping students connect their strengths and interests to meaningful career paths.

    Education leaders, policymakers, and district administrators are encouraged to download Portrait of a Future-Ready Graduate: Why Human Skills Matter More Than Ever and explore how Wayfinder’s innovative tools can support their schools in embedding durable skills into everyday learning.

    Download the White Paper:

    Access the full report here.

    Contact Information

    Kat Clark
    Senior Director of Marketing
    marketing@withwayfinder.com

    Source: Wayfinder

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  • Metrasens Entrusted by Public Schools Nationwide as Strategic Partner in Extracurricular Event Safety

    Metrasens Entrusted by Public Schools Nationwide as Strategic Partner in Extracurricular Event Safety

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    NAPERVILLE, Ill. /PRNewswire-PRWeb/ —  Metrasens, a leading provider of advanced detection systems for security and safety applications, today announced its ongoing strategic partnerships with K-12 public school districts across the United States. By addressing the critical issue of extracurricular event safety, Metrasens solidifies its position as a leader in school safety and the go-to partner for enhancing security at campus events.

    In today’s dynamic security landscape within educational settings, ensuring safety during extracurricular events has become a top priority for school administrators and athletic directors nationwide. According to the  K-12 School Shooting Database, there has been a concerning increase in shooting incidents at these events. From 2022 to 2023 alone, there was a 50% rise in K-12 school shootings during school events, and a staggering 300% increase from 2019 to 2023.

    “School districts adopting safety and security partners like Metrasens are taking practical steps in prioritizing school safety,” stated Ryan Petty, Florida State Board of Education member and father of Alaina Petty, a victim of the 2018 Marjory Stoneman Douglas High School shooting. Post this

    Ryan Petty, Florida State Board of Education member and father of Alaina Petty, a victim of the 2018 Marjory Stoneman Douglas High School shooting, emphasizes the importance of proactive safety measures. “Schools can, and should continue to take practical steps towards building a safer environment for students on campuses, not only during school hours, but also during extracurricular events,” said Petty. “School districts adopting safety and security partners like Metrasens are taking practical steps in prioritizing school safety.”

    Recognizing this critical issue, Metrasens has been chosen by public schools nationwide as a strategic partner in enhancing extracurricular event safety and addressing related challenges, such as the prevalence of vaping on campuses. With 300 systems deployed across more than 30 school districts and 200 individual schools, Metrasens is at the forefront of safeguarding students and staff and prioritizing compliance.

    Fort Worth Independent School District (FWISD) selected Metrasens to bolster safety measures for graduation ceremonies and extracurricular events. Daniel Garcia, Safety & Security Executive Director at Fort Worth ISD stated: “With regards to Fort Worth ISD graduations and other ceremonies, it’s paramount that students, faculty, and visiting families feel assured and confident as they come together to commemorate these special occasions. As we open our facilities to families, it’s essential to offer reassurance that Metrasens Ultra systems provide a completely safe solution for all members of our school community.”

    In Tulsa Public Schools (TPS) independent school district in Oklahoma, Metrasens’ state-of-the-art security screening systems bolster safety protocols across 77 learning communities.

    Dr. Matthias Wicks, former Chief of Police at Tulsa Public Schools, emphasized the district’s unwavering commitment to securing all facilities and events, stating: “To accomplish our safety goals, we deployed Metrasens Ultra technologies and steadfast safety protocols to protect the well-being of everyone in attendance at our extracurricular events.”

    Similarly, Moore Public Schools (MPS), Oklahoma’s fourth-largest public school district, collaborated with Metrasens to bolster safety measures across 35 campus sites and large venues. Embracing a proactive stance towards safety, MPS integrated Metrasens Ultra detection systems to maintain the highest security standards. Dustin Horstkoetter, MPS Safety and Security Director, commended Metrasens for its unmatched reliability and quality, affirming, “the reliability and quality of Metrasens solutions are incomparable.”

    Further solidifying its position as a leader in school security, Barberton High School (BHS), situated within Ohio’s Barberton City School District, chose Metrasens as a pivotal partner in its proactive approach to campus security. Recognizing the need to enhance security protocols in light of recent incidents targeting schools nationwide, BHS aimed to stay ahead of potential risks and ensure the safety of its students and staff through this partnership.

    “We believe having another layer of security that is non-intrusive and is safe to use is a logical step forward,” said Jeff Ramnytz, Superintendent of Barberton City Schools. “We highly recommend Metrasens to other school districts seeking to enhance their security measures.”

    “Extracurricular events such as football games, basketball tournaments, and other school activities often attract individuals from inside as well as outside the immediate community, presenting unique security challenges,” said Todd Hokunson, Chief Commercial Officer at Metrasens. “In response to these concerns, Metrasens is committed to shaping the safety landscape in educational environments through innovative solutions and strategic partnerships.”

    These key partnerships underscore Metrasens’ dedication to providing innovative solutions that prioritize safety and compliance in educational settings. As administrators and safety directors continue to navigate evolving security challenges, whether securing extracurricular school activities or addressing the growing issue of vape usage on campus, Metrasens remains steadfast in its mission to empower educators and protect students, ensuring a secure environment conducive to learning and growth.

    About Metrasens
    Metrasens is the world’s leading provider of advanced magnetic detection technologies. With a technology center and manufacturing facility in the United Kingdom, a North American sales and customer service hub in Chicago and a global network of distributors, the company’s innovative products are designed to address deficiencies in conventional screening methods and make the world safer and more secure. Metrasens’ mission is to take cutting-edge science from the laboratory and use it to create revolutionary, award-winning products that meet the distinct and diverse security needs of its customers. Metrasens’ core technologies have a wide range of real-world applications, embodied by solutions that are easy to adopt and simple to use.

    For more information, visit  http://www.metrasens.com

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  • Edtech Top 40 reveals increase in unique digital tool use

    Edtech Top 40 reveals increase in unique digital tool use

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    Key points:

    On average, K-12 school districts access 2,739 edtech tools over the entire school year, according to Edtech Top 40, a report on the usage of digital solutions, tools, and resources in K-12 districts, schools and classrooms during the 2023-24 school year.

    K-12 institutions are accessing 8 percent more tools aggregated annually from the prior academic year, with an increase in unique edtech tools accessed individually by both students and teachers.

    The report, highlighting the top 40 education technology products, is published by LearnPlatform by Instructure and provides insights on trends, Every Student Succeeds Act (ESSA)-aligned evidence, and categorical rankings relevant to K-12 decision-makers as well as edtech product leaders. 

    “The evidence is clear: tech-enabled learning is here to stay,” said Melissa Loble, Chief Academic Officer at Instructure. “As districts continue to explore different tools to enhance learning, the obstacles they now face aren’t just about picking the best tool, but picking safe, effective and interoperable tools that work together to build a highly effective learning ecosystem. Districts need trusted guidance and transparent information to empower them to make efficient and effective decisions that will improve teaching and learning.”

    “The increase in tools used isn’t a surprise,” said Shiren Vijiasingam, Chief Product Officer at Instructure. “On the one hand, we know districts are actively looking for opportunities to consolidate their edtech, but with the explosion of new AI-enabled tools, there has been a lot of experimentation. We expect scrutiny on how these tools are helping the teaching and learning process.” 

    The report also offers action items for K-12 leaders and edtech leaders.

    For K-12 leaders: Understand which of your most used tools integrate with your LMS to architect a more centralized ecosystem; consider the best user experience for your teachers’ and learners’ unique needs; and prioritize LMS integration when making edtech purchasing and implementation decisions.

    For edtech leaders: Identify where your users are and prioritize LMS integrations that will enhance their edtech ecosystems and help to expand your customer base; prioritize and invest in outstanding user experiences when developing LMS integrations; and ensure the highest standards of data privacy and security for your users by upgrading existing LTi integrations.

    As with previous years, the top 40 tools continue to remain consistent, with only a handful of new products joining the list. The five new entrants to the EdTech Top 40 this academic year include PBS, Panorama Education, Scratch, Adobe, and Grammarly; the latter three indicating the quickly increasing prevalence of AI in schools and drawing attention to the need for best practices to guide its use.

    Educators are using technology to boost student engagement, personalize learning, and save time, but how do they know what’s making a difference? The report found that 32 percent of the tools on the 2024 Edtech Top 40 have published research that meets one of the Every Student Succeeds Act (ESSA) four tiers of evidence. The ESSA framework offers an accessible model for educators to identify research-backed edtech, ranging from innovative new solutions to established tools with empirical validation. School districts are increasingly seeking ESSA-aligned research as part of their vetting processes to make evidence-based decisions.

    “Year after year, the EdTech Top 40 has provided comprehensive data of K-12 education technology engagement across our nation’s districts,” Loble concludes. “Data-driven decision-making is more important than ever when assessing the role of technology in our schools. This is why the EdTech Top 40 remains more relevant than ever.”

    Consistent with previous years, this report analyzed products performing specific functions to provide a deeper look at the top education technology tools within key categories. This year’s categories include Learning Management Systems (LMS), Supplemental Platforms, Courseware Platforms, Study Tools, Classroom Response & Assessment Tools, and Sites and Resources.

    Laura Ascione
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  • Look Who’s Talking: Superintendent Susan Enfield on the Changing Role of Leadership in Schools

    Look Who’s Talking: Superintendent Susan Enfield on the Changing Role of Leadership in Schools

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    Title: Leading in Service to Schools: Every Leader Matters

    School districts are in a precarious state. Post-pandemic, institutions are still grappling with learning recovery, teacher shortages, and other societal struggles. Never have those in positions of management been so vital. Susan Enfield has been there. And in her opening keynote, she intends to help. She indulged eSchool News with some starting points. Susan delves into lessons learned with the rapid deployment of technology during COVID, the necessity of equitable access to devices and digital resources for students, and the importance of embracing discomfort to foster innovation. Have a listen:

    Dr. Susan Enfield is the former superintendent for the Washoe County School District in Reno, Nevada. Prior to this, Dr. Enfield spent a decade serving as superintendent for Highline Public Schools outside Seattle, Washington. Under her leadership, Highline worked to deliver on its promise to know every student by name, strength and need so they graduate prepared for the future they choose.

  • Student mental health is still suffering–how should we address it?

    Student mental health is still suffering–how should we address it?

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    Key points:

    Between March 2020 and March 2021, K-12 schools in the U.S. saw an unprecedented influx in federal government aid, totaling nearly $190 billion. This funding aimed to help students recover both academically and emotionally from the pandemic. School districts across the country utilized these grants to hire counselors, social workers, psychologists, and other care providers. In theory, this should have been transformative; however, the available workforce wasn’t large enough to meet the demand, and traditionally underserved and rural districts faced the brunt of this shortage.

    Subsequent follow-up funding has been deployed by the federal government in a necessary step to increase the workforce of care providers. As these funding opportunities come to a close, many districts are still left struggling to adequately address their students’ mental health needs.

    According to the CDC, more than one in three high school students experienced poor mental health during the pandemic, but in reality, the rate of U.S. students struggling with these challenges was rising even before COVID. The pandemic’s disruption to students’ schooling and development only exacerbated mental health issues, resulting in worsening anxiety, depression, and behavioral issues. As funds such as ESSER come to a close, schools that were able to increase care teams or introduce new mental well-being initiatives are now facing a funding cliff. The impact of this is predictable: Students will suffer as staff and programs are cut. To address this problem, the U.S. education system must look to alternative solutions.

    Expanding beyond traditional approaches

    Counselors, social workers, and school psychologists are the most impactful front-line resources available for supporting student mental well-being; however, these professionals are saddled with huge caseloads and demands beyond their normal purview. For example, according to a 2020 survey of 7,000 school counselors, many were required to serve as substitute teachers, perform temperature checks, and take on other tasks as a result of the COVID-19 crisis. To improve mental health support to students, we have to expand our narrow perception of what care can look like.

    Looking beyond a traditional western medicine approach, school districts should consider adopting solutions such as peer-to-peer counseling, where students who have been trained can meet to support one another and address personal, social, or emotional challenges. Peer-to-peer counseling empowers students to become stakeholders in their mental health while also providing benefits such as cultural relevance, early intervention, crisis prevention, and social-emotional skill development. This effective strategy is strongly advocated for by California’s Children Trust, which has worked tirelessly over the past few years to make peer-to-peer support reimbursable for California schools through Medi-Cal, the state’s Medicaid program.

    Additionally, utilizing a community-based collaborative care model can further bolster a school system’s mental health resources. This type of approach is not meant to replace the role of trained mental health professionals, but it can provide Multi-Tiered System of Supports (MTSS) Tier 1 and 2 for large student populations. An effective initiative of this kind may look like inviting vetted community leaders to come in and offer culturally-tailored support, a resource that’s frequently lacking in schools. When coupled with other solutions, community-based care approaches can play a central role in improving student mental well-being.

    Embracing technology

    While in-person methods such as professional counseling, peer-to-peer programs, and community-based collaborative care models present a range of benefits, an immediate and ready solution exists for K-12 to effectively close the gaps in its mental health resources: digital mental health products.

    Technology is accessible and readily complements care providers, and dozens of culturally competent and evidence-based products are successfully being utilized in school districts. These digital products can complement in-school care providers with treatment plans and access to telehealth, assessment tools, screening, tracking, and preventative technologies, which provide education, awareness, peer support, and other non-clinical approaches.

    While effective technology solutions exist, the majority of schools face barriers to adopting and utilizing them. Figuring out how to fund product implementation, choosing which products to trust, and understanding exactly what types of student mental health concerns need to be addressed are common obstacles voiced by school systems.

    Proper resource allocation can help ensure a brighter future

    While there are currently several mental health-focused technology products available, investment for these types of innovations is still lacking. With federal funding drying up, large VC-backed companies that haven’t previously worked in the education sector are beginning to enter the scene, and oftentimes, these companies are driven by interests that don’t meet the needs of the students they are meant to be serving.

    The key to supporting school systems, and ultimately students, is to harness the power of culturally-competent and age-appropriate solutions that entrepreneurs with lived experiences are developing while also supporting school systems by helping them identify, adopt, and utilize these transformative products.

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  • EmpowerU Honors Exemplary School Partners for Outstanding Impact on Student Mental Health 

    EmpowerU Honors Exemplary School Partners for Outstanding Impact on Student Mental Health 

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    MINNEAPOLIS   EmpowerU, a leading national provider of mental health skills and support for schools, recently recognized five school districts for their longstanding commitment to improving student resilience and mental health. The districts, based in Minnesota where EmpowerU was founded in 2018, each worked with EmpowerU for more than five years to deliver vital support to students, leading to a marked improvement in student well-being. 

    “EmpowerU was launched as an effective way to deliver mental health services to young people,” said Katie Dorn, co-founder of EmpowerU. “I am beyond proud of the work we are accomplishing with our district partners who leverage their Multi-Tiered System of Supports (MTSS) to positively impact students who are struggling with non-academic barriers to their success. We congratulate these five districts that are shining hometown examples of the potential of what we do.” 

    The recognized districts were: 

    • Independent School District 196: 1,760 students impacted; 97% of students rated [1]EmpowerU courses helpful to their well-being and confidence
    • Independent School District 728: 2,616 students impacted; 95% of students made significant goal progress [2]
    • Minnesota Virtual Academy: 102 students impacted; 100% of students made significant goal progress and reported the program was helpful to their well-being and confidence
    • Minnetonka Public Schools: 316 students impacted; 97% of students made significant goal progress
    • Orono Public School District: 253 students impacted; 95% of students made significant goal progress

    “We’re honored to be recognized for our commitment to the holistic well-being of our students,” said Mary Kreger, superintendent of Independent School District 196, one of EmpowerU’s longest standing partners. “Through our partnership with EmpowerU, we’ve successfully fostered a supportive environment that recognizes the importance of mental health for student success.” 

    Both public and private school districts nationwide utilize EmpowerU programming to make a difference in the lives of students. The company engages students of all ages through digital skill-building lessons that feature evidence-based reflection, support and the coaching needed to drive behavior change so students can reach their goals. EmpowerU data over the previous three years shows that more than 93% of students who complete its online program make a dramatic shift from discouragement and stress to improved well-being, motivation, and hope. 

    “For more than five years, these school communities have demonstrated an ability to prioritize the importance of student resilience,” said Dorn. “We are honored to walk alongside them in partnership to deliver measurable, improved student well-being.” 

    For more information, please visit  EmpowerU.education or contact  info@empoweru.education.

    About EmpowerU:

    EmpowerU, part of the  FullBloom family, is a leading provider of evidence-based programs that support students facing non-academic barriers to success. Through its comprehensive approach, EmpowerU equips schools with the necessary tools and strategies to deliver targeted interventions that empower students to overcome challenges and achieve their full potential. With a commitment to data-driven decision-making and a focus on delivering care alongside evidence-based practices, EmpowerU is dedicated to transforming student outcomes. Learn more at  EmpowerU.education.


    [1] Statistics collected via an end-of-course survey completed by students.

    [2] Statistics collected based on students’ pre-assessment self-ratings on various prompts in four categories – personal, emotional, social and academic compared to post-growth skills achievement. 

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  • Educational Vistas Selected as a Pre-Qualified Vendor by Massachusetts DESE to Revolutionize Evaluation Technology in Public School Districts

    Educational Vistas Selected as a Pre-Qualified Vendor by Massachusetts DESE to Revolutionize Evaluation Technology in Public School Districts

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    Educational Vistas, a leading provider of innovative educational technology solutions, is pleased to announce its acceptance onto the prestigious Massachusetts Department of Elementary and Secondary Education (DESE) pre-qualified vendor list. This landmark achievement positions Educational Vistas as an authorized provider of an advanced evaluation technology platform to public school districts across the state.

    The Massachusetts DESE pre-qualified vendor list serves as a trusted resource for school districts seeking cutting-edge solutions to enhance educational practices and improve student outcomes. By accepting Educational Vistas onto this exclusive list, the Massachusetts DESE acknowledges the company’s commitment to delivering high-quality tools that empower educators and streamline evaluation processes.

    Educational Vistas’ evaluation technology platform, StaffTrac, offers a comprehensive suite of features designed to optimize the evaluation process for teachers, administrators, and school districts. StaffTrac, a flagship product of Educational Vistas, is a powerful web-based evaluation software designed to facilitate and enhance the entire evaluation cycle. This comprehensive solution empowers school administrators and evaluators with robust tools to efficiently conduct evaluations, track progress, provide feedback, and develop professional growth plans for educators. StaffTrac is customizable, user-friendly, and aligns with Massachusetts evaluation frameworks, ensuring compliance and consistency across districts.

    “We are honored to be accepted onto the Massachusetts DESE pre-qualified vendor list,” said Scott Crowder, CEO of Educational Vistas. “This recognition underscores our dedication to providing state-of-the-art technology solutions that enhance teaching and learning experiences. We are excited to partner with Massachusetts public school districts and support their commitment to delivering excellence in education.”

    By utilizing StaffTrac, school districts can benefit from an array of features, including:

    1. Efficient evaluation processes: StaffTrac streamlines evaluation workflows, enabling administrators to easily manage evaluation schedules, collect and analyze data, and generate comprehensive reports
    2. Customizable evaluation frameworks: The software supports customization of evaluation rubrics, allowing districts to align evaluation criteria with their unique needs, priorities, and state guidelines.
    3. Professional growth planning: StaffTrac facilitates the creation of personalized professional development plans based on evaluation results, fostering ongoing improvement and growth for educators.
    4. Collaboration and communication: The software promotes effective collaboration between evaluators and educators by providing a platform for continuous feedback and dialogue throughout the evaluation cycle

    With this recent achievement, Educational Vistas reaffirms its commitment to providing schools with innovative tools that promote effective evaluation practices and drive educational excellence. By partnering with MA DESE, Educational Vistas aims to empower educators and administrators in Massachusetts to create supportive and thriving learning environments for students. The platform’s user-friendly interface, coupled with its robust data management capabilities, allows educators to streamline evaluation workflows, save time, and focus on fostering meaningful student growth.

    The Massachusetts DESE’s decision to include Educational Vistas as a pre-qualified vendor is a testament to the company’s 30 years track record of success, commitment to educational excellence, and ability to meet the evolving needs of school districts. Educational Vistas looks forward to collaborating closely with Massachusetts public school districts, supporting their ongoing efforts to provide a world-class education to all students.

    For more information about Educational Vistas and their evaluation technology platform, please visit www.edvistas.com.

    About Educational Vistas: Educational Vistas is a leading provider of innovative educational technology solutions, empowering educators to enhance instructional practices and improve student outcomes. With a comprehensive suite of tools and an unwavering commitment to educational excellence, Educational Vistas is transforming the way schools approach evaluation, data analytics, and evidence-based decision-making.

    Source: Educational Vistas

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  • Students denounce bullying in New Jersey school district where teenager died by suicide | CNN

    Students denounce bullying in New Jersey school district where teenager died by suicide | CNN

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    CNN
     — 

    At the first school board meeting in Bayville, New Jersey, since a 14-year-old student died by suicide days after being attacked by four classmates, administrators heard powerful commentary from current and former students who said they’ve been bullied without recourse from school district officials.

    Several current and former students approached the microphone at a Central Regional School Board of Education meeting Thursday, sharing their struggles with bullying at Central Regional High School in Berkeley Township.

    Some said they had experienced thoughts of suicide.

    “We’re scared to walk in the hallway,” one freshman told the school board. Another student said she has been called names she can’t repeat out loud.

    One student said she returns home from school feeling threatened.

    “My name is Danielle. I am also so many other names that people have called me over the years and you guys have done nothing,” that student said.

    Adriana Kuch, 14, was found dead in her Bayville home February 3, her father told CNN. Two days before her death, a TikTok video showed the freshman student being assaulted in a school hallway by a group of teenagers, prosecutors say. Michael Kuch believes his daughter died late at night on February 2, shortly after she sent her last text message at 10:46 p.m., he said.

    In the wake of Kuch’s death, four students at the high school were charged in connection with the attack, Ocean County Prosecutor Bradley D. Billhimer said in a statement to CNN. The former superintendent of the school district, Triantafillos Parlapanides, resigned from his post Saturday, effective immediately, the district said in a statement on its website.

    The incident has sparked outrage among students and parents who say it reflects a culture of bullying in the district. The community is calling on school district officials to improve how it handles allegations of bullying.

    One student’s allegations of bullying at the high school were detailed in a lawsuit filed in October, CNN previously reported. The lawsuit claims a different 14-year-old girl was physically assaulted by two teenagers, one of whom had allegedly sent her threatening text messages in December 2021.

    The school district said in a statement days after Kuch’s death that it is “evaluating all current and past allegations of bullying” and will “undergo an independent assessment of the District’s anti-bullying policies and ensure every necessary safeguard is in place to protect our students and staff.”

    The attack on Adriana Kuch, who was walking with her boyfriend in the hallway at the time, was recorded on video and posted later that same day on social media platforms, including TikTok, which prompted a slew of hateful comments and online bullying that Michael Kuch said drove his daughter to take her own life.

    The video, obtained and reviewed by CNN, shows the freshman student being hit in the face with a water bottle several times. The footage shows Adriana was punched, kicked and her hair was pulled. Kuch says his daughter suffered bruising and blacked out for a short time as a result of the attack.

    Kuch has accused the school district of mishandling the attack. He says police should have been notified immediately and that his daughter should have been taken to the hospital.

    “I want this to stop happening to other kids,” Kuch previously told CNN. “This isn’t just my daughter. A lot of kids are facing this at school.”

    Hundreds of people were in attendance Thursday, including family members and parents, when School Board of Education President Denise Pavone-Wilson started the meeting, saying she wanted to begin the process of healing at school.

    The school board president said the board offered their “most sincere deepest sympathies to the family of our student, Adriana Kuch.”

    During the meeting, one student said their classmates have tried to “jump” them because of their sexual orientation and that photographs taken of them in school have been posted on social media.

    This student said they were suicidal and self-harmed in the past because of “things that happened to me in this school.”

    Kuch was remembered warmly by another student who described her as a “very sweet and kind girl” who helped her on her first day of school when she didn’t know anyone yet.

    Parents and family members also shared their emotional testimony at the meeting.

    One parent said food had been thrown at her daughter in a school cafeteria. Another woman, who said her niece was severely bullied at a high school in the district, asked why a student had to die by suicide for “us to hit rock bottom.”

    “It should have never gone there,” that woman said. “Rock bottom should have been the first time a student was bullied, and it should have been taken care of from that point on.”

    When Pavone-Wilson told attendees at the meeting that faculty and staff always had the “best interest of the students and their education at the forefront,” one person in the audience yelled out “not true” and applause followed.

    Then, amid jeering from the crowd, the board moved to officially appoint Dr. Douglas Corbett as the district’s acting superintendent following Parlapanides’s resignation. Some members of the audience shouted “resign” and “leave” as the motion to appoint Corbett passed.

    Shortly before the meeting began, Corbett said the circumstances of Kuch’s death “were disturbing and we share in the community’s shock.”

    New school district leadership is looking into a handful of initiatives, including retaining an outside party to examine the district’s policies and response to crises and creating a focus group of teachers and parents to handle the issues, according to Corbett.

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  • DeSantis says Florida requires African American history. Advocates say the state is failing that mandate | CNN Politics

    DeSantis says Florida requires African American history. Advocates say the state is failing that mandate | CNN Politics

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    CNN
     — 

    Facing accusations of whitewashing history after his administration blocked a new Black studies course for high-achieving high schoolers, Gov. Ron DeSantis has countered that Florida students already must learn about the triumphs and plight of African Americans.

    “The state of Florida education standards not only don’t prevent, but they require teaching Black history,” DeSantis said last week. “All the important things, that’s part of our core curriculum.”

    Indeed, Florida has required its schools to teach African American history since 1994, long before the recent push in many states to move toward a more complete telling of the country’s story. The stated goal at the time was to introduce the Black experience to a generation of young people. That included DeSantis himself, then a student in Florida’s public school system when the mandate became law.

    But nearly three decades later, advocates say many Florida schools are failing to teach that history. Only 11 of the state’s 67 county school districts meet all of the benchmarks for teaching Black history set by the African American History Task Force, a state board created to help school districts abide by the mandate. Many schools only cover the topic during Black History Month in February, said Bernadette Kelley-Brown, the principal investigator for the task force.

    “The idea that every Florida student learns African American history, it’s not reality,” Kelley-Brown said. “Some districts don’t even realize it’s required instruction.”

    The persistent focus in Florida on instruction of African American topics comes as DeSantis has partially built his Republican stardom by targeting public schools for signs of progressive ideologies. His administration has forced K-12 schools to comb their textbooks and curriculum for any evidence of Critical Race Theory or related topics and he championed a new law that puts guardrails on lessons about racism and oppression. Both measures were cited in the state’s decision last month to block a new Advanced Placement class on African American Studies from Florida high schools. (On Wednesday, the College Board, which oversees AP courses and exams, released an updated framework of African American Studies class that did not include many of the authors and topics DeSantis had objected to. His administration said it was reviewing the changes to see if the course now complies with state law.)

    Black Democratic lawmakers say the state Department of Education under DeSantis has shown far more zeal in enforcing these new restrictions on how race can be taught in schools than the state, in almost 30 years, has ever demonstrated toward ensuring that Black history is taught at all.

    “If we say that the speed limit is 70 and someone goes 80, the Highway Patrol is there with some consequences,” state Sen. Geraldine Thompson said at a recent press conference. “But there have been no consequences for not teaching African American history.”

    The governor’s office and the Florida Department of Education did not respond when asked about the state’s efforts to enforce the mandate to teach Black history. But DeSantis recently elaborated on how he expects the subject to be taught.

    “It’s just cut and dried history,” DeSantis said. “You learn all the basics. You learn about the great figures, and you know, I view it as American history. I don’t view it as separate history.”

    For a state that had to be dragged to desegregate all of its schools well into the 1970s, the move to require African American history in Florida classrooms was notably unceremonious. Lawmakers unanimously approved the mandate in 1994 with little debate. Few newspapers covered then-Democratic Gov. Lawton Chiles signing the bill into law.

    After it passed, the state created the African American History Task Force to help school districts with this new directive and to come up with a strategy for implementation. But neither the law nor the Florida Department of Education set a deadline for districts to comply.

    Former state Rep. Rudolph Bradley, the Black lawmaker who sponsored the bill to require African American history back then, now says there was a major flaw in the legislation that kept it from accomplishing what he set out to achieve: Lawmakers didn’t set aside any money for school districts to update their textbooks, buy new instructional materials or train teachers.

    “The mistake on my part, being a freshman, I didn’t understand the importance of attaching appropriations,” Bradley told CNN in a recent interview. “I didn’t understand what an unfunded mandate was and how difficult that would make it for school districts to incorporate it.”

    Even districts that had sought to comply with the law faced hurdles. Among those early adopters in 1994 was Pinellas County, where efforts to incorporate African American history into their lessons were underway prior to the law’s passage – and where a teenage DeSantis was entering sophomore year of high school that fall.

    At Dunedin High School, a predominantly White school within walking distance of Florida’s gulf shores, DeSantis should have been among the first wave of students to be exposed to this more complete telling of history. The school already offered African American history as an elective and the district had tapped the teacher of that class, Randy Lightfoot, to guide Pinellas schools into compliance with the new law. (Lightfoot said DeSantis was not a student in his African American history class.)

    Lightfoot and his team met after school for three hours a day, four times a week for months to forge a plan to incorporate Black history, culture and figures into every grade level, he told CNN in a recent interview. They printed a blueprint called “African American Connections.”

    The accurate teaching of African American studies, the document said, “explains the causes of racial division in society, including prejudice, stereotyping and discrimination” and the “systematic oppression perspective of Africans and African-Americans and their resistance to that oppression.”

    The state heralded Lightfoot’s efforts as a model for adhering to the new law, according to news accounts from the time. The Florida education commissioner liked it so much he handed a copy to every school district, Lightfoot said. DeSantis more recently has called the idea of systemic racism “a bunch of horse manure.”

    By 1996, Lightfoot was warning that his efforts were being stymied by lack of resources. Lightfoot struggled to convince the Pinellas school board to acquire textbooks that included the new lessons on Black history, according to the St. Petersburg Times, which also noted that the district cut his staff.

    The attempts to expand the curriculum to teach African American history also came during a period of racial strife in Pinellas County. In 1996, riots broke out in St. Petersburg, the city 20 minutes south of DeSantis’ suburban home, after the police killed an unarmed Black teenager during a traffic stop, and again when the officers involved were cleared of charges. Meanwhile, graduation rates for Black male students remained stubbornly low in Pinellas, the Times reported, and the county school board had broached the controversial idea of curbing forced busing to desegregate the public schools, leading to a period of distrust between the board and Black residents.

    By the time DeSantis graduated in 1997 – having earned recognition as a decorated Advanced Placement history student, according to his senior yearbook – getting African American history in Pinellas schools was still a work in progress, Lightfoot said.

    Statewide, only a handful of schools had earned “exemplary” status from the African American History Task Force by the end of that decade, meaning they had reached benchmarks for compliance. “Exemplary” school districts must demonstrate their curriculum included African American topics beyond Black History Month, training for teachers in the subject, involvement of parents in the learning and collaboration with a local university for support. In 1999, a bill that would have required public school textbooks to include African American history went nowhere in the state legislature.

    Carlton Owens, a Black classmate of DeSantis’ at Dunedin High, said he only saw people like himself reflected in the curriculum during Black History Month or lessons around slavery and the Civil Rights movement.

    “There’s so much more history that’s inspiring that is interwoven in the American story as a whole,” Owens, now a lawyer and small business owner, said. “And that wasn’t highlighted then, and that needs to be happening now.”

    The state “put the material out there for districts,” said Lightfoot, now a history professor at St. Petersburg College. “But they didn’t put the kind of money in to check and make sure everyone is doing what they’re supposed to be doing.”

    “We were trying to fill in the gaps and the holes in history,” he added. “At the same time, we had Black male students who we thought we could help improve their grades if they saw their stories in history and science and literature. Where it worked, we had pretty good success with it. But we had the support of state leaders to do it. It was a different climate then.”

    In a 2019 press release, the Florida Department of Education announced it would require districts for the first time to report how they were teaching required subjects including “Holocaust education, African American history, Hispanic heritage, women’s history, civics and more.”

    A CNN review of those reports for the 2021-22 school year found wide discrepancies in how districts lesson-plan around the subject of African American history. Some districts provide lengthy plans for weaving the African American experience into social studies from kindergarten through high school graduation; others suggest exploration comes primarily during Black History month. More than a dozen submissions largely parroted the requirements listed in state law without including any details of the instruction.

    Leon County, declared an exemplary school district by the African American History Task Force, included details like its lessons on African American scientists, songwriters and artists during grades K-5. Dixie County, near the Florida Panhandle, submitted 1,600 words on how it teaches African American history to high schoolers. Madison County, a school district near the Florida-Georgia border, simply wrote: “Courses are taught on a daily basis by a Florida certified teacher. The district also stresses Black History Month with daily mini-lessons for all grade levels.”

    The Florida Association of School Superintendents did not respond to a request for comment.

    Democrats and advocates contend the state has done little with this information. They also say the administration has not yet indicated how it will ensure schools are complying with a new state law signed by DeSantis that requires annual instruction of the 1920 Ocoee massacre, when dozens of Black Floridians were murdered in a horrific Election Day racial cleansing.

    Democratic lawmakers say they intend to introduce legislation that would require the state to enforce whether school districts are teaching African American history as the law intends, though its supporters acknowledge any bill is unlikely to gain traction in a statehouse controlled by Republicans.

    “It won’t go anywhere,” said state Sen. Shevrin Jones, a member of the legislature’s Black caucus. “But it’ll be a helluva message that we’re getting behind true and accurate Black history being taught in the state of Florida.”

    Early in his first term, there was some hope from the state’s Black community that DeSantis would forge a different path than some of his Republican predecessors. In one of his first acts as governor, DeSantis voted to pardon the Groveland Four – two Black men who were lynched and two who received lengthy sentences for allegedly raping a White woman in 1949 – widely considered one of the darkest episodes in Florida’s violent past. Former Gov. Rick Scott, who served two terms prior to DeSantis taking office, had refused to pardon the four men despite overwhelming evidence of their innocence.

    But DeSantis’ posture changed following the 2020 killing of George Floyd by a Minneapolis police officer. DeSantis responded to the national unrest by mobilizing the state’s national guard and pushing through what he called an “anti-riot” law that included harsh new penalties for protesters if a demonstration turns violent.

    DeSantis then turned his attention to schools. In June 2021, he urged the state Board of Education to ban the teaching of Critical Race Theory, an academic framework based around the idea that systemic racism is embedded in many American institutions and society. His administration then rejected math textbooks on the grounds that they included Critical Race Theory and other forbidden topics. Last year, lawmakers approved one of DeSantis’ top legislative priorities: the so-called “Stop WOKE Act,” which said schools cannot teach that anyone is inherently racist or responsible for past atrocities because of their skin color. The bill, which DeSantis signed into law, also said schools could teach that oppression of races has existed throughout US history but not persuade students to a particular point of view.

    The controversies around these actions have catapulted DeSantis into the national conversation on teaching race and helped fuel his rise as a potential presidential contender. Throughout these episodes, DeSantis has often maintained that African American history is built into Florida’s education framework.

    “Florida statutes require teaching all of American history including slavery, civil rights, segregation,” DeSantis contended during his debate against his Democratic opponent last year, Charlie Crist. “It’s important that that’s taught. But what I think is not good is to scapegoat students based on skin color.”

    Reginald Ellis, a professor of History and African-American Studies at Florida A&M University, said if students were adequately learning Black history, he would see it first hand in his classroom.

    “What I find, even at a historically Black college, the vast majority of students have not really been exposed to much African American history and experience,” Ellis said. “It is a law on the books. There is a task force. But, for the most part, it clearly isn’t a curriculum that is being enforced. School districts effectively have the option to opt-in or opt-out.”

    Bradley, the original bill sponsor, said the law’s shortcomings fall on those who have held power in Tallahassee and in school districts for the past three decades, and not DeSantis. Bradley, who changed his party affiliation from Democrat to Republican later in his political career, said he was supportive of DeSantis’ education agenda and accused activists of using schools to “drive a wedge between Blacks and Whites.”

    “The law is still a work in progress, but if we want to use it as a tool to divide then that is a total violation of the spirit of the law,” Bradley said. “When I passed that bill, it was designed to bring people together, not divide.”

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  • Strategies, Methods & Technology for School Districts Overcoming the Mental Health Crisis

    Strategies, Methods & Technology for School Districts Overcoming the Mental Health Crisis

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    Millions of children show signs of a mental health disorder. School districts play a distinct role in supporting children and their families with education and services necessary to thrive. Join a panel, sponsored by CrossTx, of leading mental health experts across America on Thursday, May 26 to learn more about sustainable strategies and pragmatic approaches school districts are taking to counter this mental health epidemic.

    Press Release


    May 20, 2022

    The mental health crisis impacting school districts has only worsened since the COVID-19 pandemic. Join school districts around the country for an expert panel discussing this mounting crisis with real-world strategies, programs, and technologies that school districts embrace to promote healthy students and schools. In a collaborative effort, CrossTx and Flagler Cares invites Erika’s Lighthouse, Christine Ravesi-Weinstein, Perry Hilvitz, ED.D, and Flagler School District to discuss the current state of mental health in school districts, proactive measures that can be taken to improve student mental health, and additional supports available for children and their families. The free webinar will be held Thursday, May 26 at 12 noon Eastern. Register to learn:

    • The current impact of mental health challenges in school districts
    • Practical strategies and tools that school districts can implement to promote inclusive, healthy school culture
    • Once mental health issues are escalated to external providers, emerging approaches to close the loop of care for greater insight into student health and wellness
    • The journey of one school district to embrace technology to make significant strides to support students with mental and social concerns
    • Financing mental health initiatives in school districts (challenges and opportunities) using Medicaid and other vehicles to help ensure a dynamic and supportive environment
    • A vision for a healthier future for districts and students

    Each panelist brings expertise in their corresponding areas of expertise.

    • Perry Hilvitz, ED. D brings a wealth of information regarding the financing of mental health projects in school districts
    • Christine Ravesi-Weinstein, an Assistant Principal, has become a national thought leader sharing strategies and approaches focused on solving mental health challenges in school districts
    • Ilana Sharman, Director of Education for Erika’s Lighthouse empowers school districts with tools, best practices and supports based on the four pillars of support centering on classroom education, teen empowerment, family engagement and best practices for school staff.
    • Brandy Williams, LCSW from Flagler School District discusses the introduction of a best-in-class digital behavioral health network connecting the school district with key mental health providers across the state.

    Take away valuable insight about how some of the most advanced school districts are taking on the mental health crisis in our school districts.

    Join us to learn more from this valuable panel of speakers about employing emerging best practices and methods to more effectively manage the mental health crisis in school districts on May 26 at 12 noon ET.

    Register here

    Press Contact: Marketing@CrossTx.com

    Source: CrossTx

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    Categories:
    Healthcare Technology, Educational News, Education, Pre-School, School Libraries, Parenting, Children’s Issues

    Tags:
    behavioral health, Child, Children, depression, education, Health, Mental Health, School Districts, Schools, suicide, technology, teen, teenagers


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  • TSBS Announces New Executive Leadership Team With Focus on Driving Innovation and Client Satisfaction

    TSBS Announces New Executive Leadership Team With Focus on Driving Innovation and Client Satisfaction

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    Press Release



    updated: Jul 16, 2019

    TSBS, a leader in consultative and billing services within the school health and related services program (SHARS), has announced several enhancements to the company’s senior management team. 

    Appointed as President is Robert Ewen, who most recently served as VP of Finance and Human Resources.  With over 15 years working within the Medicaid program through public, private and volunteer-based organizations, Robbie has been a critical driver of TSBS’ push to radically improve its client-based services. Key innovations to its client-facing technology have created a far better user experience for school practitioners and administrators. “I’m proud to lead TSBS into its third decade by creating even stronger bonds with our clients and continuing to break new ground on positive experiences, cutting-edge technology and unmatched customer service.”

    Amber Paige, a longtime TSBS team member, has been elevated to VP of Operations and Client Relations.  Amber has been a pillar of strength and stability within TSBS for over 11 years, most recently serving as Performance Manager and Program Director. Amber’s stellar mentoring skills, drive for advanced operational management and appetite for personal and professional growth place her in the ideal position to help strengthen TSBS’ standing as an industry leader. “I’m honored to be part of an organization that places so much emphasis on integrity, client relationships and innovation,” says Amber. “We are embarking on an exciting new era at TSBS and I am excited to work with this team to generate new and creative solutions that benefit our clients.”

    Joining TSBS as VP of Business Development and Collaborative Strategy is Kandi Schmidt. With Kandi comes over 25 years of experience with organizational structure, change management, consulting and business development. “I am proud to work for a company that began in Texas and was built on integrity back when a handshake meant something,” states Kandi. “Those values ring true today with everything we do, and it is truly inspiring.  Joining such an exceptional team of talented people is both humbling and exciting!”

    “These enhancements to our organization reflect TSBS’ vigorous commitment to the development of forward-thinking, innovative solutions, enhanced compliance and excellent client services that address key pain points for Special Education Programs in Texas,” adds Robbie Ewen. 

    About TSBS:

    TSBS was founded in 1998 in Austin, Texas to provide SHARS services specifically to Texas school districts.  Since then, it has become an industry leader providing a full-service billing and consultative SHARS package to maximize Medicaid reimbursements while minimizing the workload for school districts and ensuring the highest levels of compliance with federal and state regulations. For additional information, visit www.tsbs.cc.

    Media Contact: 
    Mariah Herrera
    ​Phone: 877.897.8283
    Email: mariah@tsbs.cc

    Source: Texas State Billing Services, Inc.

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  • Reduced Standardized Testing Makes Room for Social Emotional Learning

    Reduced Standardized Testing Makes Room for Social Emotional Learning

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    Press Release



    updated: Sep 6, 2017

    We have been observing the growth of STEAM, Personalized Learning (PL), Digital Learning (DL) and a host of other trends in education. With the pressure from businesses and the societal impact of many students not being prepared to handle conflicts, harassment, bullying, and problem-solving, Social Emotional Learning (SEL) has been growing as a major need. Teachers across the country are embracing the opportunity to help build strong young people, as states are beginning to allow and encourage blended learning approaches.

    Linsey Covert, founder of TEAMology, “Early in my school counseling career, I saw the need to create something that could change the way schools were approaching social emotional learning, school climate, and character education. I wanted to provide the necessary resources and tools for educators to help them build strong character, leadership skills, and an overall sense of helping one another. It also only made sense to make a connection to home and engage parents. So, twelve years ago, we began building courseware based on six strong character foundations, we even created six relatable characters that students ‘study’ to build their own strong foundations.  Partnering with experts in the field from Penn State University, we began testing the course work in schools five years ago. We tested, refined and researched every aspect of the coursework. It was important to us that teachers could integrate our foundations across their curriculum.”

    What we did not anticipate was the impact Project TEAM would have on the teachers in terms of less teacher turnover. It appears that the teachers also find value in bonding as a team to help the students apply all the foundations developed by TEAMology.

    Dr. Richard Hazler

    Dr. Richard Hazler & Dr. JoLynn Carney have spent their careers researching school violence and bullying prevention. They have been asked many times over the years to develop or partner with a bullying prevention program. “Our answer has always been ‘no’ because, while there are good programs out there that deal specifically with bullying, violence, or some other issue, we wanted a program that promoted investment and reward for the school community as a whole. The internal energy and rewards that come from such a unified and team-oriented approach is why we have actively, and professionally invested in the research, development, and evaluation of Project TEAM.”

    “What it takes to reduce bullying is a community that creates an environment where the behavior is not accepted and helping behaviors are supported. The TEAM concept is really a critical one for schools that can allow schools to see change. Dr. JoLynn Carney joined in the research and development of Project TEAM. “What we always suspected was that creating a positive environment by empowering the students with strong prosocial attitudes and skills would help with bullying problems, other disciplinary issues, and provide a more productive environment for learning and growing.  We now have the data that applying this approach with fidelity actually works. “What we did not anticipate,” Dr. Hazler said. “Was the impact Project TEAM would have on the teachers in terms of less teacher turnover. It appears that the teachers also find value in bonding as a team to help the students apply all the foundations developed by TEAMology.” Dr. Carney added, “That is just very satisfying.”

    Dr. Sue Kanigsberg, Asst. Director of Educational Services, of Lincoln Intermediate Unit, has thoroughly reviewed the materials on the platform. “Now that students and teachers in Pennsylvania’s third through eighth grades will spend 20 percent less time on statewide testing, TEAMology will help teachers do more of what they entered teaching to do in the first place – focus on kids rather than tests. For administrators, it helps get a jump start on Chapter 339 and the Future Ready Index mandates that take effect in the fall of 2018.”

    In early 2016, TEAMology began to see interest from school districts grow rapidly. “All this hard work and development was paying off,” Linsey said. TEAMology began to research would it would take to build a cloud-based home for all of the character material so teachers would have easier access. As the program was taking hold in schools, TEAMology wanted the materials to be accessible to all teachers. Linsey pushed, “Not only easy access, we went much further. Teachers are collaborating and helping build the materials to be even stronger.  I understand what it means to be in the trenches, and what support and sharing best practices can mean from my peers.” The platform launched in July and early going is encouraging as over 1,000 teachers are onboarded, using the material, offering their help and collaborating with one another.  Jen Lowe from Stafford Township SD has been using the material for over six years.  “I can tell you it is worthwhile.  Bullying is basically gone, and I have a better handle on my students’ emotions and how to handle them.  It’s techniques we weren’t taught in school,” said Jen. Chris Schmidt says, “Now that the materials are in the cloud, more teachers joining will make the program stronger.”

    According to Lindsay Read, manager of research at CASEL (and yes it’s an acronym) Collaborative for Academic, Social and Emotional Learning, “As more programs are being taken up (SEL) in schools and districts, there becomes this greater demand to assess them, to see if they’re working, to see if students are, in fact, learning the skills that are being  taught.”

    “Having a well-respected organization such as CASEL research helping to educate and emphasize the importance of SEL, is the type of efforts we need to make SEL a part of a lasting fabric in schools.  The data points we are beginning to collect could become important to CASEL type research efforts,” said Linsey.

    About TEAMology: TEAMology is a culmination of decades of research and side-by-side teaching with the most renowned experts in SEL. The material is based on six relatable characters and the foundations of a house called Project TEAM that teachers and students use to emulate best strong skills and relate them to future Ready Indexes such as career exploration practices. Click here for more information and research. 

    About Intermediate Units: Intermediate Units were established in 1971 to serve the school districts in the Commonwealth of Pennsylvania. They are led by an executive director and governed by boards of directors composed of school board members from member school districts.  Intermediate Units serve several needs for Districts, from Professional Development, mandated programs and progressive methods to build students as viable contributors to higher-ed and communities.

    Media Contact and Other Information:  Bob Fiori rfiori@teamology.team 610-476-0702

    Source: TEAMology

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