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March 27, 2015

One in six chance you won’t get funding for child care

In an issue report authored by the Office of the Assistant Secretary for Planning and Evaluation (ASPE), an agency of the Department of Health and Human Services (DHHS), federal child care subsidies were vastly underused in fiscal year 2011. The report found that of the population of children eligible (i.e., 14.3 million in 2011), 83 percent did not receive federal assistance. That translates into just shy of 12 million children (11.8 million) who did not receive financial support to attend child care. In terms of state assistance, the numbers and percentages are only slightly better. Of the 8.4 million children who were eligible to receive child care subsidies under state rules (which can be, and often are, more restrictive than the federal eligibility parameters), only 29% did so (i.e., 71% or 5.96 million children did not receive child care subsidies).

The numbers can continue to be shocking. Here are some other trends reported within the ASPE brief. First, analyses reveal that amongst children from families between 150% and 199% of the federal poverty limit (for 2011), 96% of these families were not served.

Another finding from the 2011 data reveals that the older the child, the less likely they were to receive a subsidy. Moreover, children ages 10 to 12 were more than four times as likely to not receive child care subsidies compared to children ages 0 to 5. This was also true for 6- to 9-year-olds, who were half as likely to have received a child care subsidy compared to those younger (yet still twice as likely as the 10- to 12-year-olds)!

Provided as an appendix to the report, some background information is provided on this sample of children and their families. Included in this table, are the numbers of families with parents employed for 20 or more hours a month and you can compare this across age ranges. Looking at the total sample, 84% of all eligible families fell into the highest category of employment yet, of this same sample of working families, only 1 in 5 of them received child care subsidies.

Although we would not expect that the same 84% of working eligible families is the same group as the families who did not receive any child care assistance, but clearly there is a big disconnect somewhere in the system. One would suspect that the families who are working as much as possible would be those that need child care (let alone financial assistance for it) the most. Moreover, children (and families) living in poverty are already more likely to face enormous obstacles and as positioned for in our “Changing Demographics of the United States and their Schools” article, these children can especially benefit from programs such as preschool and participation can lead to fewer behavior problems and reduce the likelihood of school expulsion later in their academic career. This misalignment of need and services is unsettling and will be something that we should continue to monitor for change. – David Ferrier






March 19, 2015

Leading the Change to higher performance

Leading the Change

Public schools are excelling. Public schools are in the toilet. It seems like the rhetoric around public education in America these days goes from one extreme to the other, divorced from any history or context. The reality, as always, is more nuanced. There are public schools that rival the most prestigious establishments in the world and there are public schools whose performance is, admittedly, abysmal.

That’s actually the first step: admitting there are schools in the system whose performance leaves much to be desired . The second step is to find out why because until you can identify and articulate the problem, you won’t be able to implement the appropriate solution.

This, in essence, is what CPE’s work and mission is all about. This has also been the focus of NSBA’s current president, Anne Byrne, who wanted her tenure to not only highlight the good work occurring in public schools but the work that still remains to move all our schools forward.

Because while public school students are performing higher and graduating in record numbers, we also know that in many districts, one or more schools seem to languish at the bottom despite the efforts of teachers and desires of parents. Understandably, school board members can feel helpless trying to turn them around— though, if it were easy to turnaround chronically low-performing schools, there would be no low-performing schools in the first place. As is often the case, struggling schools are emblematic of deeper issues that extend beyond the campus grounds, issues like poverty, disenfranchised communities and inadequate infrastructure.

Enter Leading the Change, a set of data-driven decision-making tools to help school boards lead the transformation of chronically low-performing schools into high-quality institutions.

Currently housed on our Data First site, the tools build off the Data First decision-making process, which was developed by CPE in partnership with the California School Boards Association, the Illinois Association of School Boards, and the Michigan Association of School Boards.

Informed by research on what works to turnaround schools, as well as real-world experience and insight from a diverse working group of nine school board leaders, the Leading the Change toolkit represents the best thinking on effective local school governance as it relates to tackling underperforming schools.

While designed with school board members in mind, we think this is a valuable resource for anyone interested in getting beyond the rhetoric and blame game that seems to typify school reform debate, and toward meaningful progress for all students and all communities.

Let the change begin!






March 17, 2015

Apply Now for CPE’s Summer Policy Research Internship

The Center for Public Education (The Center) seeks a policy research intern to work closely with the Center’s senior policy analyst in conducting education policy research to be published on The Center’s website. In fact, a number of intern’s have had their research cited in the national media.

The Center is a national resource for accurate, timely, and credible information about public education and its importance to the well-being of our nation. The Center provides up-to-date research, data, and analysis on current education issues and explores ways to improve student achievement and engage public support for public schools.

Primary duties include: Produce a report to be published by the Center as well as assist in the research of the Center’s next original research report, summarize findings of significant education reports on the Center’s blog, update the Center’s previous reports, and attend briefings/conferences in the Washington, DC area. Previous interns have produced reports on such topics as credit recovery programs, effective professional development and preparing high school graduates to succeed in college.

Job qualifications: A graduate or undergraduate student studying education policy, public policy, statistics, economics, or a related field. The student should also have a strong interest in education policy and research.

The internship begins in late May and concludes in August and requires a minimum of 10 to 15 hours a week. The internship is unpaid. However, the Center will work with your school to satisfy any requirements for you to receive course credit.

Send a cover letter, resume, and writing sample to: Jim Hull 1680 Duke Street, Alexandria, VA 22314 or e-mail to jhull@nsba.org with the subject line Policy Research Intern. Please contact Jim Hull at 703-838-6758 or jhull@nsba.org with any questions about the internship.

Filed under: CPE — Jim Hull @ 10:14 am





March 5, 2015

Drawing a line in the sand (of our Zen garden)

I was looking through the Wall Street Journal earlier this week and stumbled upon an interesting article on mindfulness. Mindfulness is becoming an increasingly “hot topic” in the psychological literature, with particular emphasis in the fields of counseling and positive psychology. Essentially, when one is engaging in mindfulness practices, one is purposefully (and solely) living in the present moment by expelling all thoughts and judgments of experiences and focusing on the present. So, think about riding a roller coaster, that experience of focusing solely on the present is a good example of what mindfulness is trying to achieve. The WSJ article chronicled the growing trend of mindfulness practices, including its rise in school districts.

Citing research from the developmental, clinical, and counseling psychology, as well as neuroscience literature, proponents touted clear benefits from the integration of mindfulness practices in the schools. For example, schoolchildren were more like to score higher in mathematics, demonstrate less aggressive and depressive symptoms, and engage in more prosocial behaviors (e.g., respect, empathy, and perspective-taking). Certainly, these are qualities that any teacher would want to see in their students, so then where is the opposition coming from?

The article included interviews with teachers, some of whom viewed the integration of mindfulness practices into the curriculum as equivalent to promoting religion. A huge leap? Yes and no. While mindfulness (meditation) does have roots in the Buddhist religion, a critical component could be how mindfulness is approached and implemented. While there could be improper ways to teach mindfulness, it is perhaps easier to defend by explaining that a critical difference is differentiating between teaching a skill (mindfulness meditation) and an idea (as a tenet of Buddhist religion). For a more detailed paper on whether or not a practice is too religious to be in a school, check out CPE’s paper on religion and public schools.

Filed under: CPE,Public education — Tags: , , , — NDillon @ 10:20 am





February 19, 2015

A matter of principal

After a conversation with CPE’s senior policy analyst Jim Hull last week in which Jim helped explain to issues of accountability, the conversation segued onto the topic of school principals and the powerful role they play in public education. Apparently, Jim is not the only one who believes that principals are key players in student success.

In a recent piece by Real Clear Education, graduate training programs designed for principals should foster a more practical skillset. The report goes on to suggest that incorporating disciplines such as business administration, could provide principals with the training for activities that are actually practiced on the job. A caveat however, the report also makes it very clear that they are not advocating for schools to be run like automated businesses either. That being said, there are still numerous leadership skills taught within an MBA program that fall directly within (or should) the purview of a principal, such as budgeting, data analysis, talent and quality management, organizational change, and leadership.

One thing is clear; good principals are essential for school success. As mirrored in a report by CPE, The Principal Perspective, high-quality principal leadership can facilitate numerous beneficial school outcomes, such as increasing student achievement, reducing both student and teacher absences, and reducing the turnover of high-quality teachers. Additionally, principals can be the linchpins in school turnaround. When a new principal is introduced into a school challenged by low student achievement, one of the first tasks an effective leader would undertake would be to assess the quality of the teachers, in an attempt to replace the lowest-quality teachers and retain the highest-quality teachers. These recruitment skills could be fostered through training in talent management, whereas retainment skills are taught through quality management, both skillsets that are central in an MBA program. Furthermore, our report found that principals were most effective at the earlier grades (i.e., elementary school), with an effect that diminishes across middle and high school. A plausible rationale for this decreasing effect is that as the structure of the school expands, it becomes more difficult to organize and govern. One way to address this downfall however, could be to incorporate leadership into principal training so that principals are better prepared to handle larger systems producing just as strong effects as elementary leaders.

In summary, the pieces by Real Clear Education and CPE share a common theme: principals matter. Although individual principals are not making broad changes at the state or federal level, they are poised to have (and sustain) incredible impact locally. It is because of their unique position that they play such an important role in increasing school outcomes. Thus, ensuring that principals are provided with the skills and knowledge necessary to succeed in effective school leadership certainly seems like a good principle.






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