Archives for category: Principals

Since the state put Mike Mikes (ex-military, Broadie, briefly Superintendent of Dallas ISD) in charge of the Houston Independent School District, Miles has cemented his reputation as a leader who issues orders and doesn’t listen to critics. It’s his way or Mr get out. Many teachers and principals have left rather than comply with his scripted curriculum and mandates.

But, says the Houston Chronicle editorial board, he actually listened and put on hold his intention to fire dozens of principals, including some from Houston’s best schools. It’s worth pausing to remember that the state took control of the entire district because one high school (disproportionately enrolling students with disabilities, ELLs, and high needs) posted low test scores for several consecutive years. Rather than focus on helping that school, the state placed the entire district under the thumb of an autocrat and know-it-all.

Miles is testing out the proposition that the way to “fix” education is by standardization, mandates, data, rigid worship of test scores, and one-man control.

The editorial says:

Late this week, the state-appointed superintendent of Houston ISD did something many thought impossible: he listened.

It took several protests, community outcry and some three hours of overwhelmingly negative public comment during Thursday’s school board meeting, but Mike Miles seems to have heard the message.

The uproar began with the leaked release of a list of 117 principals the district said weren’t performing well enough yet to secure their spot for next year. Several of the principals at top-rated schools were on the list. Parents and students from those campuses showed up in force. Early Friday morning, with the meeting still plodding along, Miles announced that he and the board of managers changed course and said they wouldn’t make any adverse employment decisions this year based off of these proficiency screenings, which broadly measure student achievement with a variety of test data, quality of instruction gathered during spot observations and professionalism judged by a rubric that includes how well principals reinforce “district culture and philosophy.” But, he made clear, he would still use the more comprehensive principal evaluation system approved last fall to make those decisions at the end of the school year.

Miles told us the next day he’d already gotten some emails from anxious community members “saying thank you” for the decision late last week.

“I’m proud of the board who worked so hard to listen,” Miles added.

We’re glad to see Miles pay attention to optics for once. No matter how good his intentions, his reforms won’t succeed long-term without community buy-in. That said, we’re struggling to see how Miles changed his overarching approach on principal evaluations.

Miles never planned to can those 117 principals — in fact, he expected the overwhelming majority of them would return — based on the proficiency screenings but the handful who were already deemed unsatisfactory don’t seem to suddenly be in a different position as best we can tell. Miles insisted those few failing principals not getting asked back didn’t just fail the proficiency screening and that the decision to let them go was based on other input.

“We were looking at all the data for them,” he told us.

And the principals who were told they need to improve, aren’t really in a different position either.

In practice, then, very little seems to have changed for the campus leaders who will still be judged on some of the same metrics, including spot reviews by the district’s so-called independent review teams. Instead, he said the decision was meant to allay some community confusion and ease some anxiety about principal turnover, something he’d been trying to combat since the leaked list was published by the Chronicle ahead of spring break on March 8.

“People have made it a bigger deal than it is,” Miles insisted when he met with the editorial board Wednesday ahead of the school board meeting. “You keep your job if you’re an effective principal,” he said, adding that he expects the majority, at least 80 percent, of the principals to return next year.

What Miles didn’t seem to grasp until he heard from a whole new set of angry parents — not the “usual suspects” who have protested the state takeover from the outset — was how nonsensical his list appeared.

Some of the schools aren’t just top-ranked in the district but in the country. Carnegie. HSPVA. T.H. Rogers. If people had doubts before about Miles’ priorities and evaluation criteria, the inclusion of these high-achieving campuses heightened them. It’s possible a high-performing school can still have a weak leader, just as it’s possible that a low-performing school can have a great one. But the list begged the question.

“You start to wonder what he is evaluating,” a parent with a student at Carnegie told us outside the State of the District event Thursday. She said the school’s principal, long-time veteran Ramon Moss, is an integral piece of the school’s success. 

“He’ll be the first to tell you that the success of the school is due to the teachers and students and community even though his leadership is a big reason why the community is there,” she said.  

Miles has declined to talk about specific campuses and what landed them on the list. So while this decision might relieve some momentary angst, it doesn’t address the lingering doubts about whether the district’s measures of quality instruction and effectiveness are so narrow they fail to recognize the best educators, a concern that extends well beyond the star campuses.

This principal evaluation chaos is just the latest example of a breakdown of communication and trust.

We don’t disagree with the idea of evaluations or consistent standards across the district. It’s entirely possible that an overall A rating at a campus masks concerning disparities. Or that high-achieving campuses don’t show a ton of growth on standardized tests over the course of a school year.

What concerns us about the entire saga of the principal list is how, whether it’s intentional or not, Miles contributes to fear and uncertainty. He hasn’t effectively communicated his vision to the public or to the people tasked with carrying it out, despite his copious slideshows and sincere efforts to clear up the confusion over principals with follow-up press conferences, statements and even interviews with this board.

Last week, Miles and team showed greater sensitivity to the environment. It’s a good start. But they should make more effort to respond to the substance of the criticisms and not just the volume of them.

The Houston Chronicle reports an acceleration in principal turnover since the state took over control of the Houston Independent School District and placed non-educator Mike Miles in charge. The principals of nearly 60 schools have resigned or been removed. A military man, Miles was “trained” by the Broad Superintendents Academy. He is imposing standardized curriculum and instruction across the schools he directly controls (called the “New Education System”).

Even the principal of an A-rated school lost his job.

The memos came in one after the other, a laundry list of grievances listing all the ways Federico Hernandez was supposedly failing as principal of Houston ISD’s Middle College High School.

A teacher used Post-It notes rather than index cards during a lesson, according to one complaint from Hernandez’s supervisor. Others allowed students to sit in the back of a classroom or kept a light off during class. Some implemented multiple response strategies, “but not correctly,” read the memo shared with the Houston Chronicle.

Even though the campus run on Houston Community College’s Felix Fraga campus boasts an A-rated academic performance, those were among the infractions that got Hernandez removed from his job less than two months into the school year.

He is one of at least 58 principals who left their schools, involuntarily or otherwise, in 2023 since Superintendent Mike Miles was appointed to his post by the Texas Education Agency on June 1, according to a Houston Chronicle analysis of HISD staffing records. After taking into account schools that share a principal, such as Jane Long Academy and Las Americas Newcomer School, or those that recorded multiple changes between June and December, such as Madison High School, the Chronicle confirmed there have been at least 61 leadership changes across 59 campuses…

Erica Harbatkin, an education policy expert at Florida State University who studies principal turnover, said it is not unusual for administrators to reassign principals in an attempt to shake up under-performing schools. They typically don’t do so during the school year, though, because principals need time to plan and coordinate their staff, and “coming in after the school year started… obviously undermines some of those strategies.”

Harbatkin said replacing a principal is one of the quickest ways to effect change at a school, for better or worse.

“The theory of action behind more contemporary school turnaround and improvement policy is that these schools are in this pattern of low performance, and they need something to get them out, some sort of big external shock … and one of the ways that happens is through replacing the principal,” Harbatkin said.

If not done carefully, however, principal turnover can lead to negative effects on student achievement, Harbatkin said. Her research found that principal turnover “is associated with lower test scores, school proficiency rates, and teacher retention.”

“When principals turn over teachers tend to turn over as well, and if that turnover is not well-planned, if there’s not good distributed leadership in the school or someone who can step into the role, that’s likely to make those negative effects even larger,” Harbatkin said.

No one explained the theory or rationale for removing a principal from a high-performing school. Maybe he failed to comply with an order…

Ebony Cumby, who served as principal at Askew Elementary in west Houston for 12 years, resigned within a week of Miles’ appointment after sitting through the first couple days of principal meetings.

“Throughout that period, there were things that I thought were exciting changes that needed to be made in the district, and there were other things that I could foresee being problematic, especially for a district as large as HISD,” Cumby said.

Cumby said she appreciated Miles’ attempts to “bring more consistency” to the district by standardizing the curriculum and other elements, but she was put off by what she described as “a cookie-cutter way of teaching” that she would be expected to enforce. After over two decades at HISD, she ended up leaving public education altogether for another industry.

“I noticed early on that there were things in place that, whether it was intentional or not, were going to take autonomy away from teachers and require them to conform to a certain way of doing things and really take away their creativity, which as a principal was a big deal to me,” Cumby said. “To kind of hear that its ‘our way or the highway’ did not sit well with me.”

This story from Oklahoma went viral. It is a powerful counterpoint to the nonstop negativity that deformers spew to the media about public schools. It is also a rebuke to the nonsense that Oklahoma legislators spout about the state’s public schools.

It is a story of caring, concern and dedication to the students. It stands in sharp contrast to the charter schools built on the “no-excuses” model of iron discipline and conformity. What can charter schools learn from public schools like Bizby North Intermediate?

If only Oklahoma’s Governor, its State Superintendent, and its legislators cared as much about the state’s children as its dedicated educators!

BIXBY, Okla. (KFOR) – Out at a school in Bixby, Oklahoma is a principal whose hug was caught on camera and passed around online last week spreading what’s said to be some much-needed positivity.

“We do this all the time and tomorrow my team will do it all over again,” said Bixby North Intermediate Principal Libby VanDolah.

She was captured on camera taking care of one of her many students.

VanDolah said that while speaking with other members of her staff she noticed a student with their face in their hands sitting on the ground.

“At first I thought they were tying their shoes but then when I looked again they were still on the ground,” said VanDolah. “I don’t even know if I even finished what I was saying, I just walked off because I knew this student was needing some assistance.”

VanDolah got down on the ground and that’s when she noticed the student was crying.

“My team went into action. I got down and hugged that student, and my counselor went and got that student breakfast,” said VanDolah. “We sat there and hugged and it was a few minutes before we were ready to move. It was just a moment.”

That hug was captured on camera and posted online by Jessica Jernegan, Bixby Public Schools Director of Community Engagement. And that’s what the picture did, it engaged the Oklahoma community.

“That picture encapsulates what public school is about,” said VanDolah. “We meet the kids where they are and we give them what they need. All educators do it. It happened to me yesterday (Thursday) but it could have been my assistant principal or it could have been someone in another district.”

The student had walked into school without a backpack or a coat and was stressed VanDolah said.

The post by Jernegan was shared by Representatives, online influencers, and by many teachers. Jernegan posted:

“Not one question from the principal about being tardy or where’s your backpack or where are you supposed to be?!

A moment. A hug. And breakfast.

In case you’re still with me on this post and wondering if all the rhetoric you’re hearing about public schools is true…let this be a small but very real and tangible reminder that it is most definitely not.

We’re just over here meeting kids where they are and giving them what they need.”Jessica Jernegan, Bixby Public Schools

“I think the reason why it went so viral is that people are hungry for positive things, especially centered around education,” said VanDolah. “We do it every day because we care so deeply about our kids. Yes, I have the honor of being 475 different moms. I think the reason so many people connect with it is because they have an educator in their life that they’ve seen this happen with.”

The student had walked into school without a backpack or a coat and was stressed VanDolah said.

The post by Jernegan was shared by Representatives, online influencers, and by many teachers. Jernegan posted:

“Not one question from the principal about being tardy or where’s your backpack or where are you supposed to be?!

A moment. A hug. And breakfast.

In case you’re still with me on this post and wondering if all the rhetoric you’re hearing about public schools is true…let this be a small but very real and tangible reminder that it is most definitely not.

We’re just over here meeting kids where they are and giving them what they need.”Jessica Jernegan, Bixby Public Schools

“I think the reason why it went so viral is that people are hungry for positive things, especially centered around education,” said VanDolah. “We do it every day because we care so deeply about our kids. Yes, I have the honor of being 475 different moms. I think the reason so many people connect with it is because they have an educator in their life that they’ve seen this happen with.”

To see the photograph, open the link.

Mike Miles is asking the Texas Education Agency to allow him to recruit uncertified teachers, principals, and deans. This move follows the Broadie playbook that education experience doesn’t matter. Broadies are known for their love of TFA. Miles may be reaching even lower since uncertified teachers do not require a college degree.

Houston ISD is seeking board approval this month for a waiver from the Texas Education Agency to hire uncertified deans and assistant principals for the next three years.

This follows the district asking for state approval to have an uncertified superintendent and uncertified teachers.

HIRING HUNDREDS HISD to seek TEA approval to hire uncertified teachers to fill classroom vacancies

The HISD Board of Managers is set to meet Thursday evening for a work session, where they’ll discuss the agenda for the board’s regular Aug. 10 meeting. Next week, the board is expected to vote on whether to approve an application for a certification waiver to employ assistant principals and deans without a certification through the 2025-2026 school year.

To be an assistant principal in Texas, an educator must have a certificate as an administrator, assistant principal, mid-management administrator, principal or superintendent.

Texas no longer issues an assistant principal certification, but the requirements for a principal certification in Texas include a master’s degree, a valid classroom teaching certificate, two years of teaching experience, and completion of a principal educator preparation program and two principal certification exams.

According to the TEA, districts can request a teacher certification waiver for someone to serve as a principal or assistant principal if an education does not currently hold a state certification. The request needs board approval before it is submitted to TEA for review and approval.

The board’s Thursday agenda also includes the topics of teacher vacancies and teacher certification waivers. In addition to a waiver for principals and deans, the district is seeking to waive Texas certification requirements for teachers to reduce vacancies on campuses before the school year begins.

I am thrilled to announce that Dr. Leslie T. Fenwick will speak at Wellesley College in the annual lecture series that I endowed. Admission to the lecture is free and open to the public. If you live within driving distance, be there.

The lecture will be held in the auditorium of Jewett Arts Center. Be there!

For a real treat, watch Dr. Fenwick’s lecture “Looking Behind the Veil of Education Reform.”

The Diane Silvers Ravitch ’60 Lecture

Living with Histories That We Do Not Know with Leslie Fenwick

Tuesday, April 11, 4 p.m. ET
Dr. Fenwick will draw on her sustained contribution to education policy research and groundbreaking findings from her recently published award-winning and bestselling book, Jim Crow’s Pink Slip. Dr. Fenwick’s research upends what we know and understand about Brown vs. Board of Education and details why the newly excavated history she shares is important to the nation’s racial justice and educational equity goals.

Livestreamed at www.wellesley.edu/live.

Dr. Leslie T. Fenwick, PhD, is a nationally-known education policy and leadership studies scholar who served as Dean of the Howard University School of Education for nearly a decade. A former Visiting Scholar and Visiting Fellow at Harvard University, Fenwick holds an invited appointment as a MCLC Senior Fellow at the U.S. Military Academy at West Point where she occasionally lectures about character leadership and ethics. Additionally, Fenwick served as an appointed member of the National Academy of Sciences committee that produced the first study about mayoral control of Washington DC Public Schools. Fenwick (who is a former urban school teacher and adminstrator) is regularly called upon to testify about educational equity and college access to the U.S. Senate, National Conference of State Legislatures (NCSL), U.S. Conference of Mayors, National Urban League, Congressional Black Caucus (CBC), American Federation of Teachers (AFT), Education Writers Association (EWA), National Education Association (NEA), National Association for Equal Opportunity in Higher Education (NAFEO), Hispanic Association of Colleges and Universities (HACU), and the National Alliance of Black School Educators (NABSE). Additionally, she has been an invited speaker at the National Press Club, the Washington Lawyers’ Committee on Civil Rights and Urban Affairs and the Washington Policy Seminar.

When a bright young man or woman gets an idea to replace experienced educators with inexperienced tyros and is quickly funded by billionaire foundations, you can guess that the ultimate goal is privatization. For one thing, the enterprise rests on a base claim that “our schools are failing,” and that experience is irrelevant and probably harmful.

Tom Ultican recounts the origin story of one such organization: New Leaders for New Schools.

The idea was so spot-on that the organization attracted millions of dollars from the plutocrats of privatization: Eli Broad, Bill Gates, the Walton Family Foundation, and many more.

Where are the miracle schools led by New Leaders? That’s a hard question to answer.

What Ultican demonstrates is the continuing relevance of New Leaders for New Schools. One of its illustrious graduates was behind the recent decision by the board of the Oakland Unified School District to resume closing schools, despite overwhelming opposition by students, parents, and educators.

This is a wonderful story of a public school whose students succeeded against the odds thanks to a dedicated and creative leader. Will Bill Gates or Laurene Powell Jobs come calling?

Philadelphia School Leader Named NASSP National Principal of the Year

Richard Gordon of Paul Robeson High School for Human Services announced as 2021 honoree during National Principals Month

FOR IMMEDIATE RELEASE

Contact: Bob Farrace, NASSP, 703-860-7252farraceb@nassp.org

Reston, VA—Richard Gordon, principal of Paul Robeson High School for Human Services in Philadelphia, PA, has been named the National Association of Secondary School Principals (NASSP) 2021 National Principal of the Year. The surprise announcement, part of the 2020 celebration of National Principals Month, took place during a virtual meeting of Philadelphia principals earlier today.

Gordon won the award for successfully leading Robeson High School from the brink of closure to what is now considered Philadelphia’s premiere high school.

“Any school turnaround is hard, and it takes a special leader to sustain it,” said NASSP President Robert Motley in his presentation of the award. “But Mr. Gordon led Robeson High School’s turnaround under extraordinary political and social pressures, and at no point did he lose focus on the students. Under Mr. Gordon’s leadership, Robeson High School models what personalization was always meant to be. Personalization begins not at the data or at test targets, but at the person–with all their interests, needs, traumas, and dreams. His leadership makes that happen.”

In 2013 Gordon assumed the reins of Robeson High School, a school in a converted garage in the poverty-stricken area of West Philadelphia that was slated for closure. By 2019, Gordon’s led Robeson off the Pennsylvania High Needs/Academically Low Performing List and onto the list of High Progress Schools with a graduation rate of 95 percent. At the heart of Gordon’s success is the school motto “Build Your Own Brand,” which is realized by his meeting with each of the school’s 315 students to build an educational pathway around their interests. To help students reach their goals, Gordon established countless business, community, and dual-enrollment partnerships specific to student needs. In one illustrative case of a student who dreamed of working on the NASCAR circuit, Gordon leveraged partnerships to secure the student an internship with the nationally renowned all-female Philadelphia mechanic shop Girls Auto Clinic. They plugged him into the NASCAR circuit in the Pocono Mountains, and he drove in his first professional NASCAR-sponsored race this past summer. This case is the norm, as all students are connected to mentors and a business coach to define actionable steps for achieving their desired outcomes.

“Richard doesn’t see obstacles, only opportunities,” commented Kerensa Wing, the 2020 National Principal of the Year who served on the committee that selected Gordon. “His passion for working with kids and helping them succeed is impressive.”

Finding opportunities is a hallmark of Gordon’s leadership. When two Black men were falsely arrested at a West Philadelphia Starbucks in an incident that made national headlines and resulted in a financial settlement with Starbucks and the City of Philadelphia, the men dedicated $200,000 for seed money to launch Project Elevate through their Action Not Words Foundation. Gordon convinced the men and city leaders to select Robeson for the pilot program to equip the most vulnerable Philadelphians with the financial tools, resources, and access needed to break the cycle of generational poverty. Through this partnership, student entrepreneurs are learning how to write and execute business plans to launch businesses in their communities.

Yet, Gordon recognized early that achievement was possible only on a foundation of student safety and wellness. To that end, he created the Safe Corridors Program, a collaboration between Robeson and the University City District (a partnership of the business community, universities, community-based organizations, Philadelphia police, University of Pennsylvania Security Officers, and West Philadelphia residents) to provide extra supervision for students traveling to and from school. Partnerships with mental health therapy programs provide trauma supports for students and build a trauma-informed school environment. Truancy rates have dropped precipitously to near 10% (-22.6%), suspension rates fell below 5%, and bullying has been eliminated, with zero reports in the past 5 years– transforming the school into a safe harbor and making Robeson one of the safest schools in Philadelphia.

Gordon holds a bachelor’s degree from Lincoln University, and master’s degrees from both Coppin State University and Lehigh University.

School District of Philadelphia Superintendent William R. Hite, Jr., Ed.D. said Gordon’s commitment to serving children and families is the driving force behind his success at Robeson.

“From the moment he arrived at the District, Principal Gordon’s enthusiasm for creating a positive learning and instructional environment has yielded wonderful results,” Hite said. “We are thrilled to see him receive this recognition and look forward to even greater success for his students and the entire school community.”

“The PA Principals Association is proud that one of our very own school leaders has been named NASSP’s Principal of the Year,” said Paul Healey, the groups’s executive director, who identified Gordon as the 2020 Pennsylvania Principal of the Year. “Richard Gordon exemplifies the qualities of an effective principal and demonstrates his leadership skills, passion, dedication, and an outstanding commitment to his students and school community on a daily basis.  We are proud of his accomplishments and join in the well deserved congratulations from across PA and the nation.”

The NASSP Principal of the Year (POY) program recognizes outstanding middle level and high school principals who have succeeded in providing high-quality learning opportunities for students as well as demonstrating exemplary contributions to the profession. Each year, NASSP honors State Principals of the Year from each of the 50 states, the District of Columbia, the U.S. Department of State Office of Overseas Schools, and the U.S. Department of Defense Education Activity. Out of these exceptional school leaders, three are selected as finalists and one is ultimately selected for the National Principal of the Year award. The 2021 finalists include Adam Clemons of Piedmont High School in Piedmont, AL; and Michelle Kefford, formerly of Charles Flanagan High School in Pembroke Pines, FL, now principal of Marjorie Stoneman Douglas High School in Parkland, FL.

Gordon is one of only three principals from Pennsylvania ever to receive this national distinction, along with Kevin McHugh of the Pennsbury School District in 2002 and Michael Pladus of the Interboro School District in 1999.

For more information on the POY program, please visit www.nassp.org/poy.

About NASSP

The National Association of Secondary School Principals (NASSP) is the leading organization of and voice for principals and other school leaders across the United States. NASSP seeks to transform education through school leadership, recognizing that the fulfillment of each student’s potential relies on great leaders in every school committed to the success of each student. Reflecting its long-standing commitment to student leadership development, NASSP administers the National Honor SocietyNational Junior Honor SocietyNational Elementary Honor Society, and National Student Council.

New York City’s CSA (Council of Supervisors and Administrators) passed a unanimous vote of no confidence in Mayor de Blasio and Chancellor Carranza for their poor leadership during the public health crisis and asked the state to intervene to help the public schools reopen safely.

CSA represents the city’s public school principals.

Spokespersons for principals, teachers, and nurses have called on Mayor De Blasio to delay reopening and provide more time to prepare schools, reports Gotham Gazette, a publication of the Citizens Union Foundation.

The principals union, the teachers union, and the nurses union have come out against the ​city’s plan to reopen classrooms on September 10 with a mix of remote and in-person learning.

In a letter to Mayor Bill de Blasio and Schools Chancellor Richard Carranza, the Council of School Supervisors and Administrators urged the officials to move the start of in-person school to the end of September to give schools more time to prepare, while offering fully remote learning as they do.

​”​Given the lack of information and guidance available at this time, CSA believes that NYCDOE’s decision to open for in-person learning on September 10th is in disregard of the well-being of our school communities​,” wrote CSA President Mark Cannizzaro.

The union is seeking more clarity on essential questions around sufficient staffing, hiring of nurses, PPE supplies, and support for students with special needs, among others. With individual school plans due to city officials Friday, if approved administrators and teachers will have fewer than 15 “working days” to implement them before students arrive, Cannizzaro wrote.

Carol Burris conducted a survey of teachers, parents, and principals on behalf of the Network for Public Education to learn about how this extended period of emergency remote learning is affecting them. The summary is reported in this article posted on Valerie Strauss’s Answer Sheet blog.

This period of emergency remote learning is taking an emotional toll on many.

Burris writes:

When I asked Bronx high school Principal Jeff Palladino to describe his day recently, he replied: “That is hard to do. I don’t know when it begins and when it ends.”


He starts his day, he said, by checking into Google Classroom to see if students turned in their work. “Many of our students live in crowded apartments with family members that are ill, so the only time it’s quiet enough for them to do their work is at night,” he said.


Jeff Palladino is the principal of Fannie Lou Hamer Freedom High School, located in the most impoverished congressional district in the United States. Sixty percent of Fannie Lou Hamer students are Latino, and 39 percent are black. Their parents are either workers declared essential or suffering from the worry of being laid off.
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The Bronx community that the high school serves has been devastated by covid-19. “Since this began, our students are losing family members,” he said. “We lose two or three each week. We have lost an alumna. One of our students passed away, although we are not certain if the cause was covid-19. It is so hard because you cannot physically be there for them.” Palladino told me about a student whom they could not contact for two weeks. Both parents had the virus, and she was caring not only for them but for the rest of the family as well. Everyone was relieved when they got the message that she was okay and catching up on her work.


In a New York suburb in hard-hit Nassau County, South Side High School Principal John Murphy begins his workday at 7 a.m.


“The first thing we do is check-in with our at-risk kids — kids with emotional issues, health issues, kids who were at-risk before covid-19,” he said. “We call and make sure they are okay.”

His school has lost four parents to the disease to date. One teacher, who since has recovered, was hospitalized and on a ventilator.
School counselors follow up with students who are struggling, speaking with parents as well as kids.

Then Murphy moves on to supervising instruction by dropping in on online classes, with parent and teacher concerns, trouble-shooting software issues, and attending district meetings. Work moves into night and weekends, as crises pop up.
Murphy has high-praise for his teachers, who themselves are struggling to do the best they can. “Teachers and students miss each other desperately,” he said.


Meanwhile, Arthur Goldstein teaches his Francis Lewis High School students from his home on Long Island. His students are all beginning English Language learners. Some hide behind avatars in his virtual classroom. He worries about what is happening in their homes, which are often tiny apartments in Queens, New York, where covid-19 has taken a staggering toll.




In the Midwest, Fort Wayne elementary school teacher Eileen Doherty struggles to teach her inner-city students. She is dismayed by the differences between what her own children who attend a suburban school have when compared with those she teaches.

One mom explained to her why schoolwork was not her first priority: “I am just trying to feed my children.”

Between April 8 to April 13, 2020, the Network for Public Education surveyed teachers and educators across the United States to find out how they were responding to and coping with the emergency closing of school buildings due to covid-19. The survey was distributed to our mailing list of 350,000, shared online via social media, and then subsequently shared by teacher, administrator, and family groups.


Here’s who responded: 7,249 public school teachers, 5,536 public school parents, and 354 public school administrators responded.


About half of the educator respondents reported that their own children are remotely learning, therefore it is possible that approximately half of the parent respondents are educators themselves.

Responses came from every state.
In the educator surveys, urban, suburban, small city and rural districts were represented in proportions similar to the United States at large.

Suburban parents were over-represented in the parent survey; however, 33 percent of respondents lived in urban centers or small cities. A majority of teachers (56 percent) taught in schools in which over half of the students received free or reduced-price lunch. Thirty percent taught in schools where the proportion of low socio-economic status students exceeded 80 percent.


In addition to the surveys, we conducted nine in-depth interviews with educators and parents from around the country to gain insights into emergency remote learning during the covid-19 pandemic.

What follows is an account of what we found. You can find all three surveys and their results here.


A tough adjustment 


Only 19 percent of teachers reported having completely adjusted; over 50 percent said their adjustment was difficult, and nearly 31 percent were, at the time of their response to the survey, still struggling to adjust. While 41 percent of parents reported that their child had adjusted and was able to complete assignments, 22 percent reported that their child was still struggling to adjust.


Emily Sawyer is the mother of five in Austin, Texas. Each of her children has reacted differently; each has his or her own adjustment challenges. Ironically, the child she worries about the most is her son who has transitioned the best. “He is the one who needs the most socialization that physical school attendance provides.” She worries about his transition back to his brick and mortar school.


The difficulty of managing multiple children in a remote learning environment was echoed by Khanh-Lien Banko, who has four children in public schools in Alachua County, Florida. Both she and her husband are juggling to keep their children on task, while working remotely from home.
“We all have our devices in our home; however, it is still very, very difficult. Distance learning for middle-schoolers is probably the worst possible choice,” she said with a laugh.


The emotional toll 


Over 80 percent of parents reported that their child misses his/her classmates, and over 60 percent reported they miss their teacher. Fifty-eight percent of parents told us their child misses sports and extracurricular activities, and 39 percent said he or she regularly expresses feelings of loneliness. Almost 10 percent — 9.5 percent — said their child prefers remote learning to classroom learning. Reactions were generally consistent across grade levels.




Teachers and administrators were asked to select adjectives that described how they were feeling regarding distance instruction. Both administrators (43 percent) and teachers (57 percent) most frequently chose “overwhelmed.” Large shares of both groups also chose “anxious” and “struggling.”
While 37.5 percent of administrators felt supported, only 29 percent of teachers chose that adjective as a descriptor. Eight percent of teachers and 11 percent of administrators were “enthusiastic” about distance learning.
For some children, attending school at home, coupled with the uncertainty about when they will return, has been traumatic.

Khanh-Lien Banko’s youngest son “somehow got it in his head that he was going back in two weeks.”
”When he found out he was not, he was heartbroken., she said. “All of our children are grieving and miss going to school.”


New York City teacher Gary Rubinstein told me his son “has wonderful teachers who create a social, highly interactive classroom in which he thrives.” Absent the support provided by teachers and friends, his young son is struggling both academically and emotionally.


Superintendent Joe Roy of Bethlehem, Pennsylvania, said he is proud of his teachers who are providing instruction; still, remote learning cannot begin to replace all of the socio-emotional benefits that learning with others offers.


He is acutely aware of the stress his families are going through as well. One father, a truck driver whose wife is a nurse, called to talk about how overwhelming it is as his family tries to balance work, health, and his children’s schoolwork. Roy’s message to his community is simple and straightforward: “Compassion before curriculum; grace before grades.” Roy uses self-produced videos to reassure his community, provide emotional support, and keep them informed.


Face-to-face contact, virtually


Sixty-four percent of teachers told us that they video-conference with their students at least once a week — 38 percent conference with students several times a week.

Conferencing rates were relatively stable across school type with one exception—rural teachers were less likely to video conference (60 percent) than colleagues in city and suburban centers.




Although everyone we interviewed highly valued visual contact via technology, there were concerns regarding privacy issues, especially in the context of streamed classroom instruction.


“Kids are used to saying whatever they want, whenever they want on social media, and there is a fear, especially among students who have been bullied, that harassment will take place in online classrooms — including harassment that can be recorded and then shared,” said Principal Murphy.
Incidences of classrooms being “crashed” by non-students, other family members being seen on camera, and even an instance when a parent recorded and critiqued a lesson, have been posted on administrator email lists, giving schools pause when it comes to the use of live, online lessons.


Online live classroom management can also be more difficult. Goldstein, the teacher on Long Island, lamented that he could not control student behavior online the way he can in his classroom, in which he can cajole reluctant learners to participate.
“When they hide behind avatars it is difficult to see if they are engaged or lying in bed during class,” he said. “But I have to respect their privacy, so I feel I have no right to tell them to come out from behind the avatar.”


Dual roles for teachers


Rubinstein teaches mathematics at New York City’s elite Stuyvesant High School. At the same time, he is taking care of two school-age children, one of whom has a learning disability.
Being isolated has taken a toll on his son, and hours of effort are required to help him do his work. He walked me through his exhausting daily schedule, explaining how he divides his time supporting his children and teaching his students. Rubinstein said he carefully crafts videos that students can watch on demand, posts assignments, and teaches a live class every day.




According to our survey, 76 percent of teachers work a minimum of five hours a day, with 20 percent logging in more than nine hours a day. Eighty-eight percent of administrators were working five or more hours a day, with more than 32 percent exceeding a nine-hour work day.

Half of all teacher and administrator respondents have school-age children at home.


The tools and online platforms that teachers and schools are using vary. Seventy-two percent of all teachers email students. Sixty-four percent use Google Classroom, and 32 percent use Google Meet to create classroom groups. Zoom, which has been hit with privacy and intrusion concerns, is also a frequently used platform for conferencing and instruction (40 percent).


Whatever the platform, the delivery of instruction is challenging, educators say.


Murphy of South Side High School quickly learned that trying to keep up the pace of the in-school curriculum is an impossibility. “Learning a topic takes twice as long online.”
Teachers and students were burning out. “I finally had to tell them to slow down,” he said.
Not only were his teachers and students overloading, so were the online platforms they were using. “Once schools on the West Coast came online, everything would slow to a crawl. Students became frustrated as they futilely attempted to submit their work,” he said.


Because Fannie Lou Hamer Freedom High School is a performance-based assessment school, free from the regulations that demand adherence to the New York State Regents curriculum, the transition to remote instruction has been easier.




“Project-based learning is the centerpiece of our instruction,” Palladino said. “A test is not our endpoint, so our work in many ways has not changed. Teachers do not have to redo the curriculum.”
The school will have its cumulative portfolio conferences virtually.

“Our teachers have been able to do office hours, small group conferencing, and one-on-one conferencing to support student work. It is a good match for what we do.”
Still, Palladino said, online learning is not optimal or a long-term strategy for the school. “What keeps remote learning going for us are the relationships we built before the building closed,” he said.


Fannie Lou Hamer is a full-service community school, with an 11-year relationship with The Children’s Aid Society.

Relationships with community organizations that continue to support students, as well as strong advisory groups, have helped keep afloat instruction in a community devastated by covid-19.
Palladino said he also worries that his staff is overly concerned about students falling behind. “My teachers are entirely too hard on themselves. I have to tell them not to worry,” he said. ” We will figure all of this out.”


Connectivity and instruction


One of the greatest challenges for schools in implementing distance learning is providing access to both devices and connectivity.

According to our survey, only 35 percent of administrators believe that all of their students have their own laptop or a tablet. Sixty-four percent of administrators reported some device distribution to fill the technology gap. Sixteen percent indicated that they had distributed laptops or tablets to all students before the covid-19 crisis began.




Fannie Lou Hamer Freedom High School modified and distributed 300 Chromebooks from their school supply. When 30 students were unable to pick them up, Palladino drove into the Bronx and distributed the laptops from his car window, he said. The school also distributed hot spots.
“Without connectivity, the laptop is just a paperweight,” he said.


Students in Grades 8-12 in Bethlehem, Pennsylvania, had Chromebooks, but students in Grades K-7 did not. Roy loaned school-based laptops to families, with priority going to those who have no laptops at all.


In the Duarte Unified School District in California, where 78 percent of all students receive free or reduced-price lunch, middle and high school students already had a school-issued laptop, but elementary students did not.
Heather Messner, teacher and union president, said school-based laptops are being given out, and “hot-spots” are distributed to families without internet services. In addition, Duarte teachers create paper learning packets, which school principals copy and distribute at both food-distribution centers and schools, trying to leave no child without instruction.


In some places, devices and connectivity shortages are particularly severe.


Fort Wayne, Indiana teacher Eileen Doherty told us, “Some of my students wait for their mother to come home so that they can access her phone to do the work. About 20 percent of my students come to my class on Zoom each day, and it is not even the same 20 percent.”

Getting laptops to seniors who need them for credit recovery for graduation has been the first priority in Fort Wayne, she said.


Schools as centers of community


Nearly 95 percent of all school administrators reported that their school(s) were engaging in the distribution of food.


Roy runs eight support sites in Bethlehem, Pennsylvania — seven from his schools, and one in a low-income housing center. The sites distribute food at the rate of 3,000 meals a day to the families of public, charter, and parochial school students.




According to Florida parent and PTA advocate, Khanh-Lien Banko, the district’s food service is providing 20,000 meals a day at 76 locations.

Fannie Lou Hamer distributes “grab and go” breakfasts and lunches to any community member who walks through the door.


But schools are doing far more than just distributing food to the public. They are providing emotional support services as well as making connections between families and social services.
There is a worry about families who have slipped through the cracks.

Banko, who is a leader of the PTA in Florida and running for the school board in Alachua County, told us that despite outreach emails and phone calls, it has not been possible to contact every family. “School faculty and staff are now going door to door to check on kids and families in accordance with safety guidelines,” she said.


The first priority


Fifty-five percent of teachers and 59 percent of administrators believed that students are likely to fall academically behind. Parents are more optimistic — only 27 percent thought their child would lag academically, likely a reflection of the large share of teacher-parents who took the survey. Large proportions of all three surveyed groups believed that they could not come to a judgment regarding student progress at this time (34 percent of teachers, 30 of administrators of administrators, 29 percent of parents.)


In every interview, student academic performance came second to worry about the physical and emotional health of children.


Rubinstein said he worried about the health and safety of his predominantly Asian-American students, many of whom live in small, multi-generational apartments in Queens County of New York City. Not only are they living in one of the hardest-hit places in America, he told me, but they are also dealing with bias stemming from the origins of the disease.




Texas parent Emily Sawyer said she worried the most for the black and brown children of Austin, who had fewer resources and support than her five children. And the inability to physically see and support every child through the pandemic weighed deeply on everyone’s mind.


In an opinion piece in The Washington Post, Michael Petrilli, president of the Thomas B. Fordham Institute, a conservative non-profit think-tank, suggested that one solution to academic loss was to have large shares of students, especially those in Title I Schools, repeat their present grade. I asked interviewees what they thought of that idea.
All strongly disagreed, saying it was an ineffective and punitive measure.

Goldstein, on Long Island, said, “That is heartless and cruel to punish kids for something they can’t control. We are through 70 percent of the school year … That is saying to kids. ‘You came for nothing.’”
Goldstein and a team of teachers from his school proposed a grading policy for students that would “do no harm,” with teachers not assigning grades lower than the grade the student had achieved when the school building closed.


In states further south and west of the New York metropolitan area, schools were even closer to the end of the year. Fort Wayne teacher Doherty noted that most of April would have been devoted to prepping for and taking state-wide tests, with schools then closing in May.


Banko told us there was one upside to remote learning. Since state tests were canceled, the assignments students were being given were far more interesting than the usual spring test prep. “I am seeing more creativity and collaboration than I have seen in years,” she said.