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Ohio Education Gadfly
3.10.2026
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Governor DeWine, in his final State of the State address, called on the Department of Education and Workforce to redouble efforts to robustly implement the Science of Reading. Ohio’s comprehensive early literacy legislation, passed in 2023, requires all public schools to use high-quality reading curricula aligned to the Science of Reading and requires educators to receive professional development in this instructional approach. The legislation also prohibits “three-cueing,” a debunked method that encourages children to guess at words, rather than sounding them out.

“The Science of Reading is the most proven and effective approach for teaching children to read,” said Chad L. Aldis, Vice President for Ohio Policy at the Thomas B. Fordham Institute. “Ohio lawmakers were right to insist that schools implement the Science of Reading and to support it with millions in state funding. But for these efforts to achieve their intended goal—higher reading proficiency—Ohio needs to ensure the law is implemented with fidelity. The creation of intervention teams to assist schools with their implementation efforts and the increase in the number of reading coaches—as proposed by Governor DeWine—will positively impact the experience of students and help more of them to read on grade level.”

The Science of Reading is an evidence-based approach to reading instruction that emphasizes phonics (letter-sound relationships), vocabulary, fluency, and background knowledge. For more on the Science of Reading and Ohio’s literacy initiatives, please see the Fordham Institute’s 2024 report: https://fordhaminstitute.org/ohio/research/and-running-ohios-early-implementation-its-science-reading-reforms.

Policy Priority:
Media Statements
Topics:
Curriculum & Instruction
Todd Collins
3.10.2026
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With updated reading policies on the books in over 40 states, ed policy advocates and legislators are now turning to math. Fourth grade NAEP math results are just as bad (if not worse), so why not take it on, as well? Bellwether has a nice round up of the current state of affairs.

But who has the winning playbook for math? We naturally look to the NAEP, the “gold standard” for measuring state-level student achievement. In reading, Mississippi’s NAEP “miracle”—going from 45th to 1st for economically disadvantaged fourth graders—became the model for dozens of states. More recently Louisiana has joined them, going from 46th to 6th.

1

So which states are the leaders in fourth grade NAEP math improvement for economically disadvantaged students? Here’s a surprise: It’s also Mississippi and Louisiana. A few have noted and commented on this, such as here and here, but the success in early literacy has crowded out attention to their progress in math.

Both saw their math rankings rise almost in lockstep with reading. Both also rank at or near the top of the Urban Institute’s demographically adjusted NAEP rankings (Mississippi is number one in both fourth and eighth grade; Louisiana is number four and number three).

2

So there wasn’t just one Mississippi (and Louisiana) “miracle”—there were two: reading and math. What was behind it?

One thing we know wasn’t the cause: major math initiatives. Neither state had large scale math-specific initiatives underway at the same time as their reading initiatives. Louisiana rolled out evidence-based math curriculum (Eureka) across many districts in the mid-2010s, along with teacher training, but scores didn’t improve until 2022 (at the same time as reading scores). Mississippi had no state-wide math efforts during the 2010s, aside from adoption of Common Core and related professional development early in the decade, similar to many other states.

So if they weren’t focused on math, why did math scores go up—especially at a time when most states saw significant drops in NAEP scores?

Some research points to reading “spillover,” a phenomenon where improved reading skills lead to improvement in other subjects. This makes sense—better readers “read to learn” better, as well as likely having more positive feelings toward school in general. But the spillover effect is usually modest; it seems unlikely to explain what we see in Mississippi and Louisiana.

What seems more powerful is how both Mississippi and Louisiana went about implementing their initiatives. As many have reported (e.g., here and here), both states had strong and comprehensive implementation approaches, focused on evidence-based pedagogy, data-driven instruction, and strong teacher coaching and supports.

Both had aggressive and highly visible state education leaders—Cary Wright in Mississippi and John White and Cary Brumley in Louisiana—who used every available tool to drive improvement in their schools. Mississippi pioneered the use of state-trained reading coaches, deployed across the state to Title 1 schools. Louisiana designated over 40 percent of their schools “in need of improvement” and focused this group of schools on better curriculum, teacher training on the curriculum, and data-driven student supports (California, for comparison, designates less than 13 percent.)

And both went all-in on student achievement, with an explicit focus on improving test score results. Mississippi went so far as to put in place its “third grade reading gate” requiring state-test performance for promotion. (For those still suspicious of Mississippi “gaming” the system, Louisiana had no student retention policy.)

So what does this mean for new state math initiatives?

For most states, they should proceed with caution. The lesson from Mississippi and Louisiana isn’t that they launched major math initiatives. It is that they did an exceptional job of implementing the initiatives they already had.

That strong “implementation chain,” as Watershed’s Kunjan Narechania and Jessica Baghian call it, is very hard to build, and requires years of strong leadership and close attention to detail. In particular it requires sustained focus—cutting out the admirable but secondary initiatives that compete for time, attention, and resources.

Many states have recently passed reading legislation that is just in the early stages of implementation. Many, maybe most, of those implementation efforts are not strong—they don’t have the vocal top-level support of state leaders, the dedicated teams needed to support schools and teachers, or the clear lines of accountability for delivering all the steps in the chain.

The takeaway from Mississippi and Louisiana is clear: Success in math didn’t require a new “playbook,” but rather a relentless commitment on solid implementation fundamentals—even if it was in reading! For states struggling with reading implementation, don’t add a new initiative—focus on delivering the one you already have.

Policy Priority:
High Expectations
Topics:
Evidence-Based Learning
Curriculum & Instruction
Governance
Teachers & School Leaders
Aaron Churchill
3.9.2026
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For over a half century, Ohio has sought to ensure that every student who needs a ride to and from school gets one—no matter their school of choice. Under longstanding state law, districts must offer transportation to all resident K–8 students, with only a few exceptions such as students who live within two miles of their school or more than thirty minutes away.

This requirement helps working families—all taxpayers—as they can count on the district for morning and afternoon busing. It also promotes efficiency and safety. Instead of multiple vehicles passing through, a single, yellow bus—the safest form of transportation—can serve a whole neighborhood. The state provides generous subsidies to support busing, currently amounting to $825 million, up from $602 million just four years ago. This is on top of local funds, which include a state-required minimum property tax.

Unfortunately, some districts are making transportation a headache for families choosing public charter and private schools. Columbus City Schools is the most egregious example. It has used an “impractical to transport” loophole to duck busing responsibilities (provoking lawsuits), and it has provided service so poor to others that the state has imposed millions in fines. Columbus isn’t the only one giving choice students the cold shoulder: Some 23,000 charter and private school students from 342 districts were denied busing last year, while only 600 district students were refused.

The shabby treatment of private and charter school students has not gone unnoticed. In an effort to further examine the situation and unearth potential solutions, the state legislature created a transportation workgroup last summer. With its report due June 30th, it’s worth weighing in with suggestions on how Ohio could make the transportation work better for students attending schools of choice. The following would all strengthen the current law, though it should be noted that the state must at a baseline preserve the expectation that districts offer all resident students transportation.[1]

1. Tighten the “impractical to transport” loophole. As noted above, districts can and do deny busing through a poorly-written provision that allows districts to declare students “impractical to transport.” The ongoing abuse of this provision to discriminate against choice students must stop. To this end, state lawmakers should strengthen the language of this section, so that districts have to “demonstrate” or “prove” that at least three of six factors set forth in statute make a student “impractical” to transport.[2] This would require districts to provide clearer evidence that it cannot bus a student, and help limit impracticality to truly exceptional cases.

2. Increase the “payment in lieu of transportation” and ensure that parents receive it right away. When districts refuse busing on impracticality grounds, they must offer parents a payment in lieu of transportation.[3] The current amount is a measly $607, or just half the statewide average per-pupil transportation expenditure. For low-income families who may not own a vehicle, this amount is wholly insufficient, amounting to less than two bucks for each trip to or from school. For others, the payment helps but won’t cover the time and out-of-pocket expense to give rides 180 days a year. State lawmakers should increase the minimum payment to the statewide average ($1,214 this year) and require full payment to families within 30 days of a declaration. This would better assist parents who must bear the responsibility of transportation. Just as importantly, a higher payment would deter districts from making impracticality declarations in the first place.

3. Require high school transportation in districts with severe chronic absenteeism. Ohio does not require districts to offer busing to high school students, though many do provide this service and receive state aid to assist. However, an increasing number of districts are slashing high school bus routes—Youngstown and Dayton being notable examples. The lack of district-operated busing compounds the attendance problems in many high schools, as it makes it more challenging, complicated, and less safe for students to get to school. It also means that students attending private and charter high schools no longer receive busing. In sum, cutting high school busing is a lose-lose all around, especially in areas with serious attendance challenges. Lawmakers should require districts with chronic absenteeism rates above 40 percent (roughly 1.5 times the state average) to offer busing to all students in their community—including those in high school.

4. Strip transportation responsibilities (and funding) from a district in cases of serious noncompliance. The state has issued millions in fines when districts regularly fail to meet basic state transportation laws, such as making sure busses actually arrive to pick up students and drop them off on-time. In fact, last year, the state levied $9.8 million in fines, of which $7.6 million were against Columbus. It’s not known how many violations affect private and charter school students versus district, but the bottom line is that a few districts are simply not getting the job done. When fines aren’t enough, the state should charge another entity with assuming responsibility for busing in that district. The chosen entity should receive the state and local funds that would have gone to transport those students. While this may sound abstract, Ohio could look toward the governance changes happening in Indianapolis. There, an appointed body—independent of the district school board—will soon be tasked with overseeing transportation, facilities, and more, with the goal of creating a more level playing field between district and charter schools.

5. Increase the state aid charter schools receive when they provide transportation. Under state law, charters may provide their own transportation and receive state funding in support. Given the lack of cooperation from districts, more charters are going this route. In FY25, they bussed 7,973 students, while in FY26, they are now transporting 9,611 students, or slightly more than 10 percent of all brick-and-mortar charter students. Charters currently receive the statewide average transportation expenditure when they take on this responsibility, but that amount doesn’t fully cover the busing expense in higher-cost urban areas, much less the startup costs of purchasing vehicles and equipment. The state should increase charters’ transportation subsidy to 1.5 times the state average, a multiplier that is actually used in the district transportation formula when they provide transportation to charter school students.[4]

Transportation for charter and private students isn’t a new “burden” on districts, as several news reports have erroneously suggested. Ohio has required district busing for more than five decades, including a time past when schools (public and private) educated far more students than today. This longstanding law has served millions of Ohio families and students, but it’s being undermined by school officials who seem to want to make life hard for private and charter school families. That’s not right, and it’s time for state lawmakers to step in and ensure fair busing for all.   


[1] There are rumblings about weakening current law, such as limiting transportation to students who attend charter and private schools located within their home district. This proposal should be rejected, as it would cut busing for students who attend nearby schools (within the 30-minute rule) but located across a district border.

[2] Current law requires districts to merely “consider” six factors (e.g., time, distance, cost, etc.) that might make it “impractical” to transport a student.

[3] Though rare, parents can reject the payment and request mediation from the state.

[4] The district formula counts a district student receiving transportation as 1.0 students, a charter student as 1.5 students, and a private school student as 2.0 students.

Policy Priority:
School Funding
Topics:
Governance
Jeff Murray
3.9.2026
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  1. Here’s a piece looking very generally—and pessimistically—at the report card performance of charter schools in the Dayton area last school year. (I say “generally” because some time is spent discussing the Dayton Regional STEM school, which is then caveated with the note that it’s “not technically” a charter school. It is, as I know you all know, categorically not a charter school, but who can quibble with any reminder of STEM school awesomeness?) And while at least one dropout recovery charter is included as an example of a poor performer, a) schools like them are the ones more aptly described as “technically” charters IMHO, but b) it is at least nice to see a school representative spelling out all of the specific efforts its teachers and staff are currently implementing to help boost the achievement, based on the report card results. Which is the intention of report cards. Our Aaron Churchill is also quoted here, both as education data guru and in recognition of Fordham’s role as sponsor of noted high performer DECA. (Dayton Daily News, 3/6/26) Kathryn Mullen, Fordham’s vice president for sponsorship, is quoted in this companion piece, looking at two Dayton charter schools whose poor report card performance earned them one “strike” from the Ohio Department of Education and Workforce toward permanent closure. One of these is the Fordham-sponsored Dayton Leadership Academies. It’s obviously not good news, but please do take note of the detailed efforts outlined by both Kathryn and school leader Tess Mitchner Asinjo—already underway this year—to improve student outcomes based on the report card data. Just the way it’s supposed to happen. And I would also ask you to remember that only charter schools in Ohio can be closed due to extended poor academic performance such as this. Not districts. (Dayton Daily News, 3/6/26)

  2. Another reminder for you: Charter schools in Ohio can also be closed for extreme financial distress, while districts facing such trouble get a ton of help from the state instead. With that in mind, here’s a look at budget woes in Barberton City Schools, which have landed them on the first rung of the state’s Help Ladder: fiscal caution. And they’re probably going to need to climb at least one more rung because this piece tells us they are in so much trouble that not even the combination of a $7 million budget cut and a new money levy (which is no sure thing for passage) will alleviate their projected deficit. Also climbing the Help Ladder across Ohio, as noted in this piece: Springfield Local (fiscal watch) and Mount Healthy City and Trimble Local (fiscal emergency). So much help coming their way. (Akron Beacon Journal, 3/8/26) You can add Parma City Schools to the list of districts eliminating school choices within their borders in order to save money to avoid deficits. This includes all elementary and middle school choice as well as their SARS-CoV-2-era virtual academy. Sounds like they’d axe high school choices if they could, too, but the popularity of CTE prevents this for now. (Cleveland.com, 3/9/26) Budget projections must still be decent in Alliance City Schools. Because they have held onto (and paid to maintain) at least one empty lot for more than 3 years after demoing the school building that was there. In this piece we learn that they are finally selling one piece of ground–to the City of Alliance—for a measly $10. Sounds like a sweetheart deal to me…but not for the district. (Canton Repository, 3/9/26)

  3. To be frank, though, we all know the only deal school districts are really looking for is more money for less responsibility. And a couple of sweethearts in the General Assembly have just put a new one on the table: Ohio House Bill 545 which would, among other things, give districts an additional $88 million to pay for student transportation while also allowing them to dictate the timeframes in which they will and will not provide busing for charter, private, and STEM school students, effectively controlling the start/end times for their competitors. Can’t get any sweeter than that. (Dayton Daily News, 3/9/26)

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Policy Priority:
School Funding
Topics:
Governance
Jeff Murray
3.6.2026
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An end to the matter

The executive director of the Ohio Ethics Commission told the Joint Committee on Agency Rule Review (JCARR) on Monday that the commission has no plans to reintroduce its requirement for charter school governing board members to file disclosure forms. This after their initial proposal received strong pushback from legislators and was tabled. It seems unlikely that the issue will resurface any time soon.

Analyzing Kentucky court ruling

Last week, we discussed the recent ruling by Kentucky’s Supreme Court that found a law that would fund charter schools in the state unconstitutional. This week, the editor in chief for State Court Report discussed the implications of this ruling. “At their core,” she concludes, “recent school choice cases [like the one in Kentucky] raise the question of what public education really means. Look for ongoing dialogue and conflict between courts, state legislatures, and voters about how states should answer that fundamental question.”

The view from Tennessee

Meanwhile, Tennessee House Bill 2000 (and its Senate counterpart) proposes an expansion of allowed sponsors and operators of charter schools in the state. If passed this would, among other things, allow sponsorship by religiously-affiliated groups and churches. Gov. Bill Lee has yet to weigh in on these provisions as the legislative debate gets underway.

Sponsor limitation effort in Michigan

In Michigan, only higher education institutions and traditional school districts are allowed to sponsor charters. Even with this limitation, more than half of all K-12 students in Detroit currently attend a charter school. And it seems like the district would like to change that dynamic. Case in point: A bid to limit the proposed Sound Mind Sound Body Preparatory Academy to no more 20 percent of its students coming from within the Detroit Public Schools Community District and to require those students to apply to district high schools upon graduation from the grade 4-8 school. While there is some pushback among elected school board members, their objections seem to stem from the “one-off” nature of this proposal and would likely disappear if the board adopted such a plan for all sponsored charters going forward.

Survey opportunity

Momentum Strategy & Research and the National Alliance for Public Charter Schools are collecting survey data from charter schools in low-density and rural areas that have had experience with the U.S. Department of Agriculture (USDA) and facility financing, or have outstanding facilities needs and want to learn more about what USDA can offer. If you are an Ohio charter school leader or staff member in such a school—in a community with a population under 50,000 people—this simple survey is a great way to make your voice heard and to share your facilities challenges with a federal agency looking to help. You can access the survey and more information about USDA’s programs by clicking here. For more information or to check your school’s eligibility, contact Jim Griffin at [email protected].

Register now for the 2026 Ohio Charter School Leadership Summit

Ohio’s premier annual gathering of charter school leaders, policy makers, and industry experts will be held on Wednesday, April 1, 2026, from 9:00 am to 4:00 pm in Columbus. Click this link for registration and more information on this opportunity to foster collaboration, share perspectives, and join the forward-looking conversations that support long-term success.

*****

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Policy Priority:
School Choice
Topics:
Charter Schools
Tim Daly
3.6.2026
Try-Hard Mt. Rushmore
Try-Hard Mt. Rushmore. Pun intended./Tim Daly
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Teen cinema has always laughed at the try-hard.

There’s Tracy Flick (Election) wallpapering the halls with homemade campaign posters. Max Fischer (Rushmore) fencing in his school blazer. Hermione Granger (Harry Potter), hand frozen in the raised position. Cady Heron (Mean Girls) proudly joining the Mathletes before learning they are social kryptonite.

Trying hard was uncool. In the teen code, status should accrue effortlessly to rebels who barely want it. Better to be Ferris Bueller (Ferris Bueller’s Day Off), Cher Horowitz (Clueless), Jeff Spicoli (Fast Times at Ridgemont High), or Ren McCormack (Footloose)—boatloads of charisma, no strain.

The humor landed because the try-hards accepted the standard hopes of adults and then dialed them up so energetically that even the adults found them annoying.

There are fewer try-hards today. Over time, American schools have reduced friction in the name of worthy aims like equity, wellness, and belonging. By friction, I’m talking about the conditions—and reasonable pressures—that make effort necessary, not optional. Some changes were sensible. But collectively, we’ve watered down the notion that it takes effort to succeed—that trying is a key part of a student’s job.

The chain goes something like this:

  • We demand less.
  • Students rationally do less.
  • Lower effort reduces cognitive engagement.
  • Reduced cognitive engagement drags learning.

National achievement shows the damage. Since 2017, eighth graders taking NAEP math have been asked about their effort by reacting to the statement “I keep working hard even when I feel like quitting.”

While average math scores have declined for all student groups, those who say the statement is only “a little like me” or “not at all like me” have lost the most ground—and they are still dropping.[1]

Figure 1. Average 8th grade NAEP math score by response to: “I keep working hard even when I feel like quitting”

Ferris is no longer thumbing his nose at the system. The system has become Ferris.

Bye-bye friction

Examples of reduced friction include:

  • Lenient Grading. Grade inflation has accelerated over the past decade and persists despite research suggesting it harms students by reducing their future academic success and earnings.[2] It also decreases effort—particularly for struggling students. Some schools go the full Monty, banning zeros for work not completed, removing penalties for late submissions, banning homework, or allowing unlimited test retakes. (Most of these policies are unpopular with teachers.)
  • State-Sanctioned Absenteeism. The most elemental facet of effort is showing up. Since Covid, we’ve had an epidemic of chronic absenteeism that we cannot seem to fix. On top of that, ten states newly allow students to be absent from school for mental health days. In no way am I suggesting that students suffering with mental health issues be forced to show up when they are unwell or unable. But the laws don’t require any evidence that a student has an issue.[3] Kids can just take a day. Or multiple days. Missing school has been broadly normalized—including by policymakers.
  • Lower Graduation Requirements. One state after another is reporting all-time high graduation rates, which is odd because test scores are down. How is this happening? One factor is credit recovery, a practice that allows students who fail a course to receive credit through alternative processes that do not involve retaking the entire class. It’s almost always much easier than the original course. Some states depend heavily on credit recovery to ensure students can earn diplomas. Then there is the demise of exit exams. In 2012, half of states required students to pass tests to graduate. Today, it’s down to six. That happened fast. So credits are easier to get and there’s no check for understanding to serve as a backstop. Graduation rates have risen automatically—and will continue to do so.

These shifts send a message to students: We adults will adjust the system before we ask you to adjust your effort.

Even if we don’t intend it, our choices frame trying hard as excessively stressful—even traumatic.

Effort is not traumatic. It is how learning works.

The University of Virginia’s Dan Willingham has written for decades about the psychological sausage-making that is learning. My reading of his work, much of it published in the once-great American Educator magazine, suggests:

  • What we remember depends on what we actually think about.
  • Unless the cognitive conditions are right, we humans are happy to avoid thinking. Yet there is a productive level of stress that makes us stronger.
  • Sustained practice is essential. Otherwise, gains fade.

Summary: Less effort means less learning. Against this backdrop, our decade-long education depression makes sense. Look, I’m not trying to claim that student effort is the only thing that determines academic outcomes. All sorts of things are important, from curricula to field trips to healthy food to good sleep—but can we at least agree that kids trying their best is part of a balanced breakfast?

Do we value effort?

Some schools still embrace the try-hard ethic. Eva Moskowitz, founder of Success Academy, is relentless and unapologetic on its behalf. In How the Other Half Learns, Robert Pondiscio describes Success Academy campuses as intensely serious about student focus. Silence and attention are taught explicitly. Transitions are choreographed to avoid lost time. Students are told constantly that effort matters. Discipline is tight.

As a result, Moskowitz is the Tracy Flick of the charter world, treated as a pariah by many educators who find her methods draconian. To some degree, I understand. Success Academy is not everyone’s cup of tea. But let’s not forget that more than 90 percent of its students meet New York state standards in reading and math. Eva’s focus on effort seems to pay off for families who buy in.

Meanwhile, in the broader landscape we’re responding to our era of tech-based distraction by deploying ever more tech-based education platforms, hoping they will be so well engineered that students won’t be able to help themselves from completing all sorts of lessons, thereby solving our learning challenges. Techno-optimist influencers like MrBeast are telling us that “kids could probably learn more in five hours than they currently do in eight hours.”

The track record for this approach is not good and not improving. As just one example, a recent study of Khan Academy found that while 200,000 students had access to its platform, only 20,000 used it for even 30 minutes per week, as recommended. Most were active for fewer than 10 minutes.

Khan Academy declared victory in a confusing and meandering statement. But rolling out a learning tool that goes largely unused is a failure. It’s like opening a film on thousands of screens and grossing only a few million dollars. It’s Gigli.

I’m worried that we’ve lost the plot a little bit. What matters is not what cool things tech might do under perfect conditions. What matters is whether kids think. Can we still distinguish between those things?

What makes kids try harder?

Teachers, mostly. Strong teachers motivate students to elevate their effort as the material gets more challenging. A positive school culture—the sum of many teachers and support staff aligned to the same standard—ensures consistency across classrooms and magnifies the effect.

The Gates Foundation’s Measures of Effective Teaching (MET) study showed this pattern by surveying lots of kids. Learning gains were higher in classrooms where students agreed with statements such as:

  • “My teacher pushes us to think hard about things we read.”
  • “My teacher pushes everybody to work hard.”
  • “In this class, my teacher accepts nothing less than our full effort.”
  • “My teacher doesn’t let people give up when the work gets hard.”
  • “My teacher asks students to explain more about the answers they give.”

Pushing students isn’t the whole story. In the study, high-performing teachers also ran well-organized classrooms and based lessons around worthy, rich content. But they expected kids to work.[4]

Want a real-world example? Chad Aldeman just profiled a small Maryland county that’s generating remarkable, sustained improvement in literacy:

Students are expected to complete two 15-minute blocks of reading at school—and then read for 30 additional minutes per day at home. This regimen may vary based on the child’s age and skill level, but kids have to log what they read and then have their teacher or parent sign off.

Families, in fact, are the third key component of Worcester’s reading plan. At the beginning of the school year, they’re asked to sign a “home coach contract” saying that they will check and monitor their child’s reading. Throughout the year, kids are expected to read for half an hour at home five days a week. Over the course of a 180-day school year, that could add up to 900 extra minutes of practice.

This district missed the memo on reducing friction. In Worcester County, effort reigns.[5]

The genie in the backpack

AI could make our problems profoundly worse. It is a cold, efficient, friction-gobbling monster.

For centuries, students were forced to confront the blank page. They often sat with confusion until clarity began to emerge. That struggle, per Prof. Willingham, was the point.

Now a student can spend six seconds tapping out a prompt and receive polished work in return. The lamp is rubbed. The genie grants the wish.

The greatest danger here is not cheating but habituation. Kids may become conditioned to delegate their thinking until they no longer have the stamina for deep learning and understanding. At that stage, what is the point of school?

Let’s recalibrate a bit

I don’t want our schools to be miserable pain factories ruled by stopwatches and hard hearts. Truly. But we have an effort problem. Some would write off our current crisis wholly to screens and social media. But Big Tech can’t wear the jacket alone.

As adults, we create the conditions under which schools operate. We’ve made plenty of choices affecting student engagement that have nothing to do with technology…and they’ve bitten us in the tuchus. There’s room for course correction if we stop apologizing for effort and resume valorizing it.

How? Make effort the rational choice for students.

  • Name grade inflation as a harmful instructional practice and approach it accordingly. We haven’t done this yet. Grading policies are almost entirely a teacher’s personal decision. But now that we know lenient grading is bad for kids, we need to stop it. We no longer feel it’s acceptable for elementary teachers to ignore phonics. Why would we look the other way if middle school teachers hand out A’s without asking kids to think hard?
  • Related: Back up teachers who are demanding. School administrators and parents, that means you.
  • Make retakes cost effort. Before students get a second chance at a test they bombed, require that they submit written corrections for the first test and complete a practice problem set or essay that demonstrates progress toward mastery. Otherwise, the first test is just a free sneak preview that the teacher wastes time grading.[6]
  • Treat punctuality and attendance as non-negotiable. Don’t be afraid to issue sensible consequences for students who aren’t showing up, such as letters home, restrictions from school field trips and sports, or requirements to attend summer school to make up what’s been missed.[7]
  • Reinstate public recognition of effort. Honor rolls, perfect attendance certificates, 95 percent homework submission awards—these things send a message celebrating important habits and accomplishments.
  • Make better high school culminating assessments. I’m not wedded to state-administered exit exams. Alternatives include publicly defended senior projects, independently scored course finals, and International Baccalaureate programs. If nothing changes, the value of a high school diploma is going to erode quickly.
  • Teach effort. Practice it. Eva Moskowitz has her eye on the right ball. Students need to understand how to persist through difficulty, when to ask for help, how to organize themselves to study, and how to distinguish between strenuous thinking and genuine distress.

We laughed at Tracy Flick for being too much. That was our bad, Tracy. We need you back—at least a smidge.

 

[1] Additionally, there are fewer students in the top effort categories than past years. Less effort and less learning for each level of effort.

[2] Leniency plays a key role in misleading parents, who trust grades much more than test scores.

[3] I can’t find any indication that states are tracking how many mental health days are taken—which would make it impossible to understand the degree to which they are contributing to absenteeism overall. If anyone knows differently, please drop me a line.

[4] David Blazar and Matt Kraft co-authored a really interesting paper showing that teachers who generate gains on measures of self-efficacy, happiness, and behavior in class aren’t always the teachers who generate higher test scores—a reminder that teachers influence students in diverse ways that cannot be easily reduced.

[5] The same pattern is evident in the Department of Defense Education Activity (DoDEA) schools, which we explored in January. It’s what makes DoDEA our country’s best school system.

[6] Some schools don’t even allow students to be eligible for retakes unless they submit a study guide before the first test. No sneak previews. Good idea!

[7] Some organizations that lead fantastic work on absenteeism, such as Attendance Works, are adamant that any punitive measures are counterproductive. I’m not sold - especially in light of the jump in absenteeism since COVID. I’m encouraged by schools like Ponus Ridge STEAM Academy in Connecticut, recently featured in The 74. They offer all the supports - early, supportive intervention; interesting activities like robotics; warm communication; immigration attorneys during the ICE raids. And also: “an email home if a student misses two days in a row, a letter home once a student misses six days, another letter at 12 days, and an email home each day a student is absent if they have missed more than 10 days… For any student who reaches the level of chronically absent –18 absences out of 180 school days – the school sends a referral to the state Department of Children and Families.” That’s how you get “by far the lowest rate of students chronically absent” among Norwalk’s 21 schools.

Policy Priority:
High Expectations
Topics:
Curriculum & Instruction
Teachers & School Leaders
Jeff Murray
3.6.2026
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  1. With apologies to both the author of this piece and to the great Yakov Smirnoff—of whose post-Soviet comedy routine I was reminded while reading it—this WaPo editorial by local software entrepreneur Ratmir Timashev is no joke. In it he celebrates the impending “economic transformation” coming to the United States as a result of AI and other technological innovations and posits that central Ohio is among a handful of heartland regions poised to benefit due to its strong intellectual capital and visionary state leaders, among other prime features. “In the Soviet system,” which nearly swept him up before it fell apart, “your job and apartment were assigned to you. Everyone earned the same salary of about 100 rubles per month. Our main exposure to entrepreneurship was a black market for Marlboro cigarettes, Coca-Cola and blue jeans.” This is not the setup for a Smirnoff gag, no matter how it sounds, and Timashev's payoff is pure gold: “In Ohio, I experienced a capitalist system that made intuitive sense. Incentives were aligned with the greater good and human creativity was celebrated.” Nice one! (Washington Post, 3/3/26)

  2. Elsewhere across the state this week, Lt. Gov. Jim Tressel visited Wellington Exempted Village School District in Lorain County to get kids excited about his (and his boss’) fitness challenge… (The Chronicle-Telegram, 3/5/26) …and Ohio Department of Education and Workforce director Steve Dackin visited A-Tech, a career-technical education center in Ashtabula County, to celebrate success in his (and his boss’) push for more and better CTE education for Ohio students. (The Star Beacon, 3/5/26)

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Policy Priority:
School Funding
Topics:
Governance
The Education Gadfly
3.6.2026
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WHAT WE’RE READING

New NWEA findings paint a grim picture of post-pandemic learning recovery: Only about one-third of schools recovered in reading or math and just one in seven in both, reports Naaz Modan. Schools serving high-poverty and historically marginalized students were less likely to have recovered—but showed the largest achievement gains, offering a chance to study what’s working in the places making the most progress. —K–12 Dive

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“What AI executives tell their own kids about the jobs of the future” —Lauren Weber, The Wall Street Journal

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“Blue states have long rejected school vouchers as bad for public schools and bad for taxpayers. Now the nation’s first federal program is making an offer that Democratic governors may find hard to refuse,” writes Laura Meckler for The Washington Post. She and Education Week‘s Matthew Stone report this week on the pressure campaigns for blue-state governors to opt in. EdWeek has the current count, noting that several Democrat governors are reconsidering their stances:


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The Education Gadfly
3.6.2026
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CHEERS

“Superintendent Tony Watlington said district data shows student attendance has cratered on scheduled half days. Going forward, he said he wants the district to ‘eliminate and sunset half days from our school calendars for now and forevermore.’” —Carly Sitrin, Chalkbeat Philadelphia

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“State takeovers are having a moment,” writes Lily Altavena, who notes that red-state leaders are increasingly losing patience with chronic low achievement and financial mismanagement by local districts, and not just in Texas. —Chalkbeat

JEERS

EdWeek surveyed teachers and about 40 percent shared that they’ve cut back on homework over the past two years. Why? “Forty-seven percent said it was because students refused to do it. The next-highest portion, 29 percent, said that students’ use of tech such as AI to complete homework lessens its value, and 28 percent said equity concerns—that some students have more access to homework help than others—is a factor.” The problem is even worse in high-poverty districts. —Jennifer Vilcarino, Education Week

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Oklahoma has lost three decades of academic ground. So finds Adam Tyner, Executive Director of the Oklahoma Center for Education Policy (and a former Fordham staffer), who talks to Jennifer Palmer about his new research on Oklahoma’s declining student outcomes. “It took Mississippi decades of being a national punchline to make real progress in their state, but for the sake of Oklahoma’s students, I sure hope it doesn’t take us that long.” —Oklahoma Watch

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“When Fear enters the classroom: Minnesota charter schools navigate the lasting impact of immigration enforcement surges.”—Joey Cienian, CharterFolk


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Robert Pondiscio
3.5.2026
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Within ten years, a successful school or district will almost certainly experience at least one superintendent change, multiple principal transitions, substantial staff turnover, curriculum reviews and technology initiatives, school board elections, and shifts in funding or political priorities. In my last post, I argued that none of these should be described as “disruptions.” They are the standard operating conditions of American public education. The real question, then, is not whether a successful school can keep producing strong results under ideal circumstances. It’s whether it is strong enough to survive the entirely predictable turbulence that lies ahead.

All of this makes studying top-performing schools and districts more challenging than it seems at first blush. High test scores or a bracing turnaround tale tell us what a school is accomplishing now. They tell us almost nothing about whether current results are due to years of institutional capacity-building, or the stars aligning temporarily. For the third and final entry in this series, I offer some thoughts about what we might look for right now if we wanted to predict whether a currently successful school or district is likely to continue succeeding a decade from now—and by extension, which schools and districts likely merit close study and emulation. What are the features that make success likely to endure?

Think of this not as a scoring rubric but as a thought exercise. These are the kinds of questions I would ask and the kinds of answers that would make me more confident that a school’s success is built to last.

Spoiler alert: The word “innovation” will appear nowhere in what follows.

The first and most revealing question is deceptively simple: Could a diligent new teacher walk into this school next year and be successful? Durable schools do not depend primarily on recruiting and hiring gifted, motivated educators and hoping they figure things out. They can point to a structured curriculum, shared materials, and explicit instructional routines that allow new hires to be acculturated into a functioning system. Just as important, they have a strong and well-defined school culture—not slogans or mission statements but a clear sense of “this is how we do things around here.” Expectations about classroom management, instructional pacing, student behavior, collaboration, and professional norms are visible, reinforced, and socially transmitted. A new teacher isn’t handed materials, told to “make it your own,” and wished good luck. He or she enters an environment that actively shows new faculty how to function successfully.

This was one of the most striking lessons from my reporting on Success Academy. Whatever else explains that network’s astonishing results, they cannot plausibly be attributed to staffing classrooms with pedigreed recruits from elite universities, as was often the case in the early days of “no excuses” charter schools. As I noted in How the Other Half Learns, classrooms were named after teachers’ alma maters, as in many schools that preach college-going to low-income kids. But they were workaday places like SUNY Oneonta, Hunter College, even BMCC, or Borough of Manhattan Community College—the kind of state and local institutions whose graduates make up the backbone of the profession. The instructional model and adult culture, consistent across dozens of schools, were designed on the assumption that ordinary teachers, properly trained and supported, could produce extraordinary outcomes. As noted previously, Success Academy stays aloft despite extremely high teacher turnover. So far, its schools prove that durability can coexist with high teacher turnover so long as institutional structures and culture are strong.

Houston’s ongoing turnaround efforts reflect a similar logic. As I noted in Education Next (“The Last Hurrah”), the district’s “NES schools” have implemented a routinized  structure in which lesson sequences and instructional techniques are often explicitly prescribed. The effect is to guarantee a baseline of competent teaching and a consistent student experience across classrooms. What Houston appears to be doing is not assuming that great teaching will happen; they’re engineering conditions that make competent teaching unavoidable.

Closely related is whether the system demands extraordinary effort simply to maintain normal performance. Some schools produce impressive gains because teachers work unsustainable hours, constantly design their own materials, and carry enormous instructional loads. For a time, this can look like institutional excellence, but often it masks institutional strain: Schools that depend on brilliance or burnout eventually run out of both. What would reassure me instead is hearing leaders talk about reducing teachers’ burdens, about shared resources, about routines that make good teaching easier rather than harder. The relevant question is not whether today’s staff is extraordinary, but whether an ordinary future staff could succeed under ordinary working conditions. Many of the celebrated schools of the early reform era—the kinds profiled in the Casey and Chenoweth books discussed earlier in this series—appear, in retrospect, to have depended heavily on superhuman adult effort that proved difficult to institutionalize once leadership changed or burnout took its toll.

Another revealing signal is how the school handles new initiatives and reform proposals. Education is notoriously fad-happy: wave after wave of new programs, each accompanied by persuasive research, compelling advocates (or vendors), and even genuine moral urgency. Individually, these might be defensible. Collectively, they can overwhelm a system’s capacity to execute. Durable schools develop what might be called an institutional immune system. Bluntly, it’s the ability to say, “No, we’re not doing that.”

I’d feel particularly confident I was in a school whose success was likely to endure if its team could name initiatives they declined. Stability in education rarely comes from discovering the perfect program; it comes from protecting the ones that already work. From the outside, this may look and sound unimaginative, but schools rarely fail because they lack ideas. They fail because they adopt too many.

Bench strength is another crucial signal. Founder-driven systems can produce rapid gains, but unless knowledge diffuses beyond a charismatic leader, those gains often prove difficult to maintain once leadership changes, as inevitably it will. I would want to see that assistant principals, instructional coaches, and teacher leaders can articulate the instructional model in similar terms and sustain it operationally. If success stories focus mainly on a single exceptional leader, sustainability likely depends on his or her continued presence.

Governance, however, may be the most underestimated durability factor of all—and, frankly, the one least within educators’ control. In public education, leadership flows through school boards and the political imperatives and enthusiasms surrounding them. Boards hire superintendents, set priorities, and respond to incentives that reward visible reform more than quiet continuity. Almost no school board candidate runs on a platform of pure stewardship; we seek and reward visible change over quiet success. It is probably even rarer to find a superintendent hired specifically to keep doing what is already working—or someone who actually seeks such a job. Given these realities, even successful systems face constant pressure to signal change. I would find it reassuring if a school’s leadership transitions had historically preserved instructional continuity rather than resetting it—proving that the district leaders are capable of resisting novelty and tolerating stability.

If all of this sounds demanding, bordering on implausible, that’s because it is. Sustained excellence in schooling is genuinely difficult to achieve, and it is no accident that long-term successes are rare in our field. Almost every impulse and structural feature of American public education pushes in the opposite direction. The system is fragmented across thousands of districts. Governance is electoral and therefore inherently prone to leadership turnover and shifting priorities. Staff churn is constant. And the professional culture of education often encourages teachers and leaders to see themselves as individual change agents and advocates for children—roles that might be morally admirable but not always aligned with the quieter institutional discipline required to seek out and preserve what works.

None of this means sustained success is impossible. But it does mean it is unlikely to emerge by accident, and even less likely to persist without deliberate institutional design and discipline. The conditions that undermine durability—leadership churn, reform cycles, political pressure, initiative overload—are not temporary aberrations. They are inherent features of the system. Any school or district that manages to sustain excellence over decades is therefore doing something unusually difficult: not merely achieving strong results but building structures and cultures capable of surviving the very forces that typically erode them.

All of this brings us back to the original premise of this series, and to Holly Korbey’s wise call to study successful schools more carefully. She is surely right that education has much to learn from its highest performers. But if we are serious about learning from greatness, we need to study not only what successful schools do, but also what they are built to withstand. The miracle is not that some schools succeed. It’s that any manage to keep succeeding.

Policy Priority:
High Expectations
Topics:
Charter Schools
Governance
Teachers & School Leaders

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