On April 11th, the California Department of Education’s Expanded Learning Division released the Intent to award funding for 21st Century Community Learning Centers (21st CCLC Elementary and Middle School) and 21st Century High School After School Safety and Enrichment for Teens (ASSETs) programs contingent upon the availability of federal funds, and subject to change based upon the grant appeal process.
About Ezra Denney
This author has yet to write their bio.Meanwhile lets just say that we are proud Ezra Denney contributed a whooping 30 entries.
Entries by Ezra Denney
Oakland Unified School District (OUSD) partners with a number of community-based organizations (CBOs) to serve more than 6,500 students. Through the Oakland Fund for Children and Youth (OFCY), the city provides funding to CBOs to serve more than 2,400 students, many in partnership with OUSD programming. Still more students are served by Oakland Parks and Recreation, city libraries, and community based organizations operating alongside this system. With such great diversity of programs, funding, and partnerships, there is a need for coordination and collaboration to ensure as many young people as possible are provided with high-quality summer learning opportunities.
This is the first in a series of articles focusing on strategies to promote student learning and wellness during the summer break from school. This installment presents an overview of the topic and the importance of effective summer programs in helping to close the achievement gap.
A three-stage planning guide for boards developing summer learning programs.
For over 10 years, New Mexico’s K-3 Plus program has been extending the school year for at-risk early elementary school children, with growth of the program fueled by positive findings from pilot studies. Minimum program funding is defined by law, but cost per student varies widely across jurisdictions. The National Summer Learning Association (NSLA) spoke with researcher Linda Goetze at the University of New Mexico to understand the intersection of policy, funding, and return on summer reading investments.
I propose that we retool the old summer school model into summer enrichment camps that focus on 21st century skills. These summer programs would employ teachers who have expertise in applying instructional strategies that foster critical thinking, collaboration, creativity and communication skills in our students. They would work in partnership with nonprofit and other youth-serving organizations, public libraries and others to provide full-day learning and enrichment camps.
This video, produced by The Campaign for Grade Level Reading, highlights the challenges students from under resourced communities face, including due to a lack of summer learning opportunities.
TA Providers were asked to walk around the room visiting each of the eight sustainability domain posters on the walls and discuss these guiding questions as a group.
What are some best practices for this element?
With no limits, what are other ideas you envision for this element?
Providers wrote ideas on notes for each poster. To read the responses, download the pdf.
How Summer Learning Strengthens Students’ Success is an independent evaluation of three Summer Matters pilot programs. The report measures impact on students’ academic achievement – both during the summer months and extending throughout the school year. Analysis of the data concluded high quality summer learning programs in Fresno, Los Angeles and Sacramento have bolstered students’ academic success by strengthening their academic skills in general and literacy skills in particular, and increasing the effectiveness of their work habits and confidence in their abilities as learners.
Nonprofit organizations serving young people exist to provide meaningful opportunities for those young people to build their skills; experience positive, supportive relationships; and prepare for the future. No one would judge an organization’s worth by its financial soundness alone, but financially unhealthy programs threaten an organization’s ability to achieve its mission. Unfortunately, although they are critical to effective management, core organizational capabilities and effective administrative functions often are mistakenly perceived as peripheral to an organization’s mission.