On Tuesday, California Governor Gavin Newsom released his proposed 2023-2024 California budget. Unlike last year, when we experienced record surpluses, the budget recognizes that revenues are coming in well below projections and may continue to decline. The budget comes in at $297 billion dollars with a deficit of around $22.5 Billion. With declining revenue, the Governor has made some cuts to existing programs and stopped expanding other programs. 

That said, education as a whole avoids most of these cuts. Proposition 98 is funded at $108.8 billion, which is $1.5 billion lower than last year’s projections but still represents a significant state investment in education. Total education funding, including all dollars, is $128.5 billion. K-12 per pupil funding totals $17,519 Proposition 98 General Fund and $23,723 when including all funding sources.

The COLA, for almost all educational programs and special education, is funded at 8.13%. Along with the Proposition 98 funding level, this is a massive win for the education community. Additionally, the Governor has funded a new equity multiplier at $300 million to provide funds for some of the state’s neediest students. This funding is the culmination of efforts by Secretary of State Shirley Weber and her daughter Assemblywoman Akilah Weber. During her time in the State Assembly, Secretary Weber always authored legislation to provide funding for these students, and her daughter continued those efforts over the last two years. The administration has finally agreed to the funding. The Governor also reaffirmed his commitment to Universal Transitional Kindergarten by 2026 ($855 Million) and strengthening the State’s Preschool Program ($116.3 Million). Additionally, the Governor funds Proposition 28, passed by voters last year. It creates a new Arts, Music, and Instructional Materials Block Grant.

Other education funding of note, includes:

  • Propostion 98 Rainy Day Fund – over $8 Billion
  • Literacy Recovery Emergency Block Grant – $7.9 Billion one-time funding
  • Educator Effectives Block Grant – $1.5 Billion one-time funding
  • $250 Million one-time funding for literacy coaches and reading specialists
  • $50 Million one-time funding for professional development for educators on learning acceleration in math, literacy, and language development
  • $15.2 Million for dyslexia research and screening tool pilot projects
  • $15 Million one-time funding to support 6,000 teachers to receive their supplementary state certification in reading and literacy
  • $10 Million one-time funding to train educators in evidence-based literacy instruction, literacy interventions, and executive functioning skills
  • $30 Million one-time funding for the Charter School Facility Grant Program
  • $3.8 Million to support the K-12 High Speed Network Program (K12HSN)
  • $3.5 Million for all middle and high school sites to maintain at least two doses of naloxone hydrochloride or another medication to reverse an opioid overdose  

Governor Newsom’s budget also continues to pursue the reforms he has targeted for the state’s Special Education Local Plan Areas (SELPAs) by implementing some new proposals. These are:

  • Limiting the amount of additional funding that SELPAs are allowed to retain for non-direct student services before allocating special education base funding to their member local education agencies.
  • Stabilizing current SELPA membership by extending the moratorium on the creation of new single-district SELPAs by two years from June 30, 2024, to June 30, 2026.
  • Increasing fiscal transparency by requiring CDE to post each SELPA’s annual local plan, including their governance, budget and service plans, on its website.

Other than direct funding augmentations, many of Governor Newsom’s proposals will require implementing language in the education trailer bill or bills. Trailer bills are policy bills that accompany the budget, and there are usually more than 20. They contain the actual provisions that will implement the budget’s individual proposals. The trailer bill language should be out in a week or two. 

At that point, the California State Assembly and California State Senate will commence budget subcommittee hearings on the Governor’s proposals. Those hearings will allow advocates to weigh in publicly and advocate for or against the proposals or for changes to them. This process will continue for several months until Governor Newsom releases his May Revision to the January budget. The Revision will account for tax receipts and the state’s current fiscal climate. It may also contain different or additional proposals the administration would like to pursue. The budget will pass on or before June 15, with the trailer bills following that date.

At Ivy Academia, middle school isn’t any less engaging or involved, earnest or big thinking. At Ivy Academia, middle school can be great!

Sandwiched between the earnestness of elementary school and the big thinking of high school — is middle school. Sometimes this age can be challenging — socially, academically, hormonally, even hygienically. Biology has guaranteed that! At Ivy Academia, middle school isn’t any less engaging or involved, earnest or big thinking. At Ivy Academia, middle school can be great!
Ivy Academia is small and nimble. We adapt — and fast. Our middle school families, staff and students are a small and stable community who work together as a cohesive family. Our middle school students are never lost in the shuffle and we adjust and engage quickly to meet every student’s needs.

School counselors are more vital than ever. At Ivy, we have a counseling department of three which is significant in a TK-12 school of 600 kids. Our lead, Counselor Lillian Galvez, and her team, are working hard to support our middle school students’ mental health, social and emotional well-being. Our counselors help Ivy’s sixth to eighth graders navigate the many larger complexities of this pandemic and their everyday lives — especially as they align with academic success and social-emotional well-being.

Ivy Academia Middle School

During last spring’s move to Distance Learning, our counseling team reached out to every Ivy Academia middle school family to see how the kids and families were doing. Our counselors provided resources for housing, job loss, meals, community resources, and anything our Ivy families needed at that time to help the students. A foundation of trust and community was established and built on and today our counselors meet online 1:1 with middle school students regularly. They also host small group meetings and online support clubs in order to keep middle school communication skills and interpersonal development front and center.

Ivy Academia middle school academically prepares students for the 21st century. Through our innovative curriculum and exceptional electives, our students become confident well-rounded leaders. Our middle school curriculum accelerates the lenses of cultural and career-college learning — and then propels our Ivy scholars into high school ready for the rigor and variety at their fingertips and feet.

Ivy Academia - Hands

Our smaller school creates space for individualized attention. Since the pandemic’s disruption, we have learned how to make our middle school’s online learning even more robust. And as a public charter school, our commitment to high productivity and academic excellence in middle school includes a full day of learning, even when online.

Our 6th- to-8th-grade teaching staff shines professionally and brings pride to our organization. Our Ivy middle school teachers can personalize instruction online to meet the needs and learning styles of each student — ensuring each student has a positive learning experience. Our highly qualified and well-trained teachers collaborate as middle school grade level teams to meet student needs in standards-based academics, high school rigor readiness, and much-needed life and cultural skills. These skills include problem-solving, innovation, creativity, and global literacy.

Ivy Academia - girls

Ivy University for students in grades 6 – 8 provides students an opportunity to learn about resume writing and interview skills, business law, public speaking, leadership, management and customer service. When on-ground, our middle schoolers can take part in various clubs and sports.

Our goal for each sixth to eighth-grader is to create a challenging and comprehensive curriculum that is rich in academic depth, complexity and variety. We are very fortunate to be able to expand instructional time for students who need extra help while also offering enrichment classes to meet every middle schooler’s needs.

In today’s increasingly fast-paced workforce and society, our innovative and demanding middle school academic setting is extra valuable. We incorporate 21st Century entrepreneurial skills alongside social-emotional learning and rigorous academics, even when online. Our middle school students are prepared for success in high school, college, career, and beyond!


About Ivy Academia

It is the mission of Ivy Academia, a TK-12 tuition-free public charter school, to help each child reach his/her fullest potential. We cultivate an active village of students, parents, and community members to provide an individual, personal, and conceptual learning environment that enables each student to succeed in life. Create and innovate with Ivy Academia! Enroll now!

At Empower Language Academy, a public K-6 charter school, we recognize young brains are prime for absorbing. We love seeing how quickly and excitedly our students explore their learning. Our holistic Spanish immersion program is a positive and nurturing two-way learning environment that elevates both native Spanish speakers and native English speakers equally.

By teaching our Kindergarten to grade six students in both Spanish and English, we teach our students multiple ways to communicate and synthesize their learning. We teach all subjects — including a standards-based and writing-centered curriculum — in both languages to foster bilingual and biliterate abilities. Our academic program fosters literacy via our rigorous math and science curriculum as well as our integration of the arts and self-expression.

As we bridge elementary school content areas in two languages, we achieve top academic outcomes. We holistically approach our teaching so that our interdisciplinary thematic units weave our dual language learnings together.

How it Works & Why It’s Awesome

We firmly believe in every child’s inherent desire to communicate and we both honor and encourage this growth. In grades K and 1, we teach 80% in Spanish and 20% in English. Each year we teach 10% more in English and 10% less in Spanish so that by the time our students are in 4-6th grades, we land at 50/50.

Empower Language Academy teacher and students in huddle
Empower Language Academy teacher and students in huddle

Our students can read and write in their native languages and in their second language. Our native Spanish speakers are prepared to navigate complex texts and testing in English, too.

80% of parents desire second language immersion and foreign language options for their children. Ultimately, this multilingualism offers better jobs, increased pay and more professional opportunities around the world. Bilingualism and biliteracy, courtesy of immersive schools, boost multicultural awareness and respect for diversity to new levels. Our students can understand nuance, social situations and can engage in professional business ethics in multiple cultural situations.

Mind, Muscles, Heart

Centrally located in Linda Vista, we used to call ourselves San Diego’s best kept secret. We’re a thriving tuition-free K-6 public charter school, teaching Spanish immersion to both native English and native Spanish speakers alike. Our small classes, highly-qualified teachers and appreciation for fitness and healthy lifestyles make us a truly unique educational opportunity. We focus on character education at our small community school, supporting our students and families — like a family.

We focus on ‘mind, muscles and heart’ at our school. Mind is our robust academics and dual immersion teaching that prepares our students for exciting secondary education, college options, and meaningful careers — anywhere in the world.

Muscles refers to our focus on fitness and good health. We offer CrossFit Kids classes in addition to PE and recess. Focusing on 10 different fitness domains, our students explore strength, agility, flexibility, balance and more — while at school. We have an onsite school garden and healthy school lunches –because we know kids that move, move the world! Even our school uniforms affirm our love for healthy exercise and healthy living.

Heart is our small community. We are a family here at Empower Language Academy. We offer compassionate character education and foster vital leadership skills and self-confidence alongside our Spanish immersion schooling. Our students are seen and heard for who they are — and our students regularly show empathy to newcomer students learning in a new language. They’ve all been there. Join our growing family! Enrolling now for the 2021-2022 school year.


About Empower Language Academy

Empower Language Academy innovates in immersive dual language learning, fitness and technology to create global citizens. Our holistic approach to Spanish immersion empowers a generation of creative thinkers and effective communicators to lead healthy and fit lifestyles. Our tuition-free public charter school serving grades K-6 is a caring community; providing students from all backgrounds with an educational experience that honors multilingualism, critical thinking, and fitness. Join us in convenient Linda Vista. Enrolling now!

AB 1316 Fails to Pass the State Assembly

Last week AB 1316 was placed on the inactive file by the author on the Assembly Floor. Being placed on the inactive file means the measure will not move forward this year. The bill faced a Friday legislative deadline, the house of origin deadline. By June 4th all Assembly bills needed to be voted out of the Assembly and all Senate bills needed to be voted out of the Senate.

AB 1316 was an anti-charter school measure carried by Assembly member Patrick O’Donnell, the Chair of the Assembly’s Education Committee. In addition to numerous anti-charter school provisions, the measure would have also changed independent study law in the state and imposed new auditing standards on all schools. It was opposed by every charter school organization in the state as well as hundreds of charter schools. Mr. O’Donnell claimed the measure was about accountability but he drafted the measure without input from administrators, teachers, parents or students. We have seen him do this before with prior charter school legislation and will see it again from him in the future.

As AB 1316 moved from the Assembly Appropriations Committee to the Assembly Floor the level of opposition ramped up and legislative offices were swamped with calls, emails and letters raising serious concerns about the bill. The administration also amended their education trailer bill to extend the current moratorium on non-classroom based charter schools for three more years. This was a clear sign from the administration that they did not want to see AB 1316 reach the Governor’s desk.

These factors ultimately led to Mr. O’Donnell not being able to get 41 of his colleagues to vote for his bill on the Assembly Floor.

Though the moratorium was extended, defeating AB 1316 was a major victory for education reform advocates. It follows a victory from 2020 when the charter community came together to stop AB 2990 on the Floor of the Assembly and represents what we can accomplish with our collective voices.

Since 2021 is the first year of the two-year legislative cycle Mr. O’Donnell will have the month of January 2022 to move the bill to the State Senate. Under legislative rules all measures that failed the house of origin deadline will have that opportunity to move onto the other house. We will ask you to stay vigilant and will keep you posted on new education developments in the future.

COVID relief funds and school growth

California charter schools have experienced two years of funding hardship. Additionally, schools nationwide have adapted to the COVID-19 pandemic, adjusting nearly everything about the teaching container. There’s been massive changes to the way teaching is done, and the way schools interact with students. Schools have had to invest in technology, train teachers, hire additional staff and make all sorts of adjustments to teach their students safely during this health crisis.

Fortunately, the Federal Government has responded to educators’ needs with school funding relief packages, including The CARES Act, which went into law on Friday, Mach 27, 2020. That legislation included over $30 billion in emergency school funding.

Along with The Cares Act funding, we’ve broken down other funding sources for California charter schools and included strategic recommendations on leveraging those funds.

ESSER Funds

The first source for this founding is Elementary and Secondary School Emergency Relief Fund (ESSER I Fund)  The ESSER fund includes approximately $13.2 billion of funding for all states and California’s allocation is $1,6+ billion.

GEER Funds

The second source of emergency funding for schools is the Governor’s Emergency Education Relief Fund (GEER I Fund).

The GEER I Fund includes approximately $3 billion of funding for all states, and California’s allocation is $355,227,235. This funding will channel through local educational agencies (LEAs). These emergency relief funds aim to help elementary and secondary schools recover from the impact COVID-19 had and continues to have on their budgets.

LLMF Funding

The Learning Loss Mitigation Funding (LLMF) includes $5,3 billion nationwide, stemming from three different funding sources and allocated to local educational agencies (LEAs). The funds are specifically aimed at supporting student academic achievement and mitigate learning loss related to disruptions in education resulting from the COVID-19 crisis.

(You can read about these funding packages here.)

What Should You Do With These Funds?

These funds are a substantial amount. For some schools, they may represent 20%-30% of their annual revenue. Choosing how to spend this money will be a critical strategic decision for most California charter schools.

First of all, these funds are reimbursable. What that means is that you need to spend them in order to receive them. That’s why it’s crucial to have a spending plan in place.

It’s essential to know these funds are fungible, unlike students. For example, if you’ve been contracting for an educational service or product that is not part of your school, and you’ve been paying that through regular State funding or through receivable sales, you can submit that as an ESSER reimbursable expense. You can use your ESSER funding for any number of expenses to serve your students. (Of course, before you assume an expense is allowed by ESSER, check California guidelines to ensure that you’re in full compliance.)

Spending for Growth

These funds give your school some great expansion opportunities.  You can serve more students, or serve existing students with more programs or upgraded facilities.

Special Programs

If you’ve been hoping to bring in a special program, such as a Hebrew-language program, or a STEM program, and you need to hire educators, allocate infrastructure and buy materials for that, this may be the time to move on that.

A word of caution here: I do recommend that any new programs are deployed as a pilot, setting expectations to a finite length (I suggest one or two years). It is important that this one-time school funding package does not lead you into long-term financial commitments which could become a liability down the line.

Bolstering Infrastructure

This might be the time to invest in your school building. This could include building maintenance. The COVID pandemic brought increased awareness of airborne contaminants. Many schools have responded by overhauling their air-purification systems.

Community Involvement

Getting the community involved in how to use these funds provides an excellent opportunity to build local connections. Consider organizing a town hall meeting with parents and other neighborhood stakeholders to discuss discuss which needs the community feels your school could fulfill. What might emerge could be an after-school program, or the need for school transportation, or other initiatives that might not even be in your line of vision. Allowing the community to participate in this process is a wonderful way to build allies and rally the community in support of your school.

Enrollment Marketing

The most direct way to impact school growth is through continuous and intentional enrollment marketing. As we described in a previous blog post, this is a time to look at your waitlist, ensuring that you have a strong pipeline to keep your rosters healthy with incoming pupils.

Enrollment marketing is a combination of initiatives. This may include collateral, pamphlets, word of mouth, and digital marketing –  and ideally it includes what I like to call your ‘Ground Game,’

Your ground game is composed of initiatives like a standing weekly tour of your school, even including tours in the summertime when your school is not in session. It includes a monthly open meeting with the CEO or the Principal. You can tailor these to your unique style and your school’s needs. The idea is to create opportunities for parents and potential new students to interact with the school, to show transparency, and raise parent confidence in your school’s programs.

Your school should also have solid branding. You should have a unique, recognizable logo that communicates your school’s focus and mission. You should have collateral, brochures and leaflets, and other informational material. With these COVID funds, you have an opportunity to bolster what you currently have – or seize the opportunity to launch a new branding initiative.

Most of all, your enrollment marketing should include a solid, strategic digital marketing plan. This involves several digital channels – it includes website design, email marketing, blogging, Facebook ads, Google ads, and social media marketing. If you happen to be well-versed in these disciplines, all the better. In most cases, it’s best to outsource these marketing efforts to a professional marketing team. This allows school leaders to focus their time on what they do best – serving students.

Charter School Capital offers a pay-for-performance enrollment marketing service. Our knowledgeable team of school marketing professionals brings new students to you, and you only pay based on actual growth. 

Why Focus on Growth?

While these funds are substantial, they’re not a steady revenue stream. It’s vital to channel these funds toward long-term sustainability. Consider that a percentage of your operational expenses are student-specific, while a percentage is a fixed cost. There is a ‘sweet spot‘ where a school’s fixed costs become a low enough percentage of the budget and the school moves into long-term financial viability. In my experience, most California schools should aim for 450 students. Depending on your area, this number could be lower or higher. I encourage you to set a goal for this ‘sweet spot’ and grow your school towards it. These COVID relief funds give you a golden opportunity to do so.

Summer school
After a full year of mid-pandemic learning, a major topic among educators is bridging the education and social gap for students. As such, administrators plan to increase summer school in districts and charter schools across the country.

With the recently passed $1.9 trillion American Rescue Plan Act and the $4.6 billion for Expanded Learning Opportunities (ELO) Grants in California, school leaders may finally have resources to support struggling students with summer programs.

According to The Washington Post:

Education Secretary Miguel Cardona said schools need to be creative and employ a ‘sense of urgency’ to summer programming. ‘The summer learning experiences we’re talking about now really need to be better than they ever were in the past,’ he said in a call with reporters earlier this month. Cardona also said districts will need to work with local community groups and organizations such as Boys & Girls Clubs of America to create additional learning opportunities and experiences for children.”

There’s no question: the need is there. But how do charter schools cover the expense?

While schools have struggled to cover the expense of summer school sources, they may now be able to afford the program thanks to additional National and State funding options. In the American Rescue Plan, Congress set aside $1.2 billion that states, districts, and schools must use to build successful summer programs.

Beyond supporting the student needs and accessing incremental funding, there are long-term benefits for the charter schools that deploy a summer school program.

 While enrollment numbers are down (by about 155,000 students) and hit record lows across the state, parents are putting off their enrollment decisions longer than ever. Summer school provides an incredible opportunity to serve the community, support students, and give an introduction to your school that – done well – will encourage that family to stay with your school long term. While parents would default to the local district school in years past, a summer school program creates the soft entry into your curriculum to show that family and those in their community what alternative options are available to their student.

Kindergartners drive large crop in California school enrollment

Article by Karen D’Souza, John Fensterwald, & Daniel J. Willis (republished from EdSource)

The pandemic has intensified a multi-year trend of dwindling student enrollment statewide, causing a steep drop this year. More than a third of the decline stemmed from 61,000 missing kindergartners.

Statewide, enrollment in K-12 public schools in California fell by almost 3%, or 160,000, students in 2020-21, according to annual data released Thursday by the California Department of Education. That’s the largest drop of the last 20 years, surpassing a 1% drop between October 2008 and October 2009.

That’s a net loss in students attending publicly funded schools. The last year has also seen an increase of 22,542 students attending publicly funded charter schools, which enroll about one in nine students in California.

There was also a notable dip at the level of 6th grade, with a decline of about 24,000 students. But the loss may not be as severe as it appears since this year’s 6th grade class is smaller than other years. The drop from last year’s 5th grade to this year’s 6th grade was 7,000.

The falling numbers were spread across the state, with the four largest school districts accounting for about a sixth of the decline in enrollment. Los Angeles Unified School District enrollment fell by 20,841 (4.76%); Long Beach by 2,003 (2.8%), San Diego by 4,270 (4.2%) and Fresno 909 (1.3%). In the Bay Area, Santa Clara and San Mateo counties all lost more than 3% and Marin fell by 4.7%.

There are some big variations among the state’s 2,291 districts and charter schools. Excluding county offices of education, 83% of traditional districts saw a decline in overall enrollment compared with only 48% of charter schools.

Most growth occurred outside of urban areas. Kern Union High School District, the state’s largest high school district with 41,854 students, grew 3%. Other districts where enrollment increased include Placer Union High School District, outside of Sacramento; Grossmont Union High School District in San Diego County and Dublin Unified, in Alameda County.

When it comes to kindergarten, however, the declines were more universal, a shift many experts expected. Across the state, more than four out of five districts with kindergartners saw a decline in kindergarten enrollment, and nearly 60% of charter schools that offer kindergarten also saw a decrease in kindergartners.

Causes for the slide in enrollment are myriad, complicated by existing trends including declining birthrates and people’s continued exodus from the state, as well as the sudden economic chaos wrought by the pandemic.

Confronted with the struggles of remote learning, including requiring a 5-year-old to sit still in front of a computer for hours daily while simultaneously balancing work and toddlers, some kindergarten parents simply kept their children in preschool, which offered the in-person interaction that young children need. Some parents also opted to send children to private schools, many of which resumed in-person instruction far more quickly.

Parents of about 20,000 students filed private school affidavits in 2020, bringing the total annual enrollment to about 517,000 students. The majority of these pupils shifted to homeschooling, state data show.

The loss of the kindergarten experience will reverberate for some students, even as educators consider how to make up for the lost time. Also, enrollment may bounce back if kindergartners return as 1st graders, as districts anticipate they will.

“California has among the largest achievement gaps in the country, and we know from research that those gaps are present before children arrive at school, so it is especially worrisome that so many kids missed out on kindergarten this year,” said Samantha Tran, senior managing director of education policy at Children Now, an advocacy organization. “This obviously was a hard year for children and families, and distance learning doesn’t really work for young kids. At this point, it will be critical that educators plan for and implement strategies to best serve all of the students who missed out on this critical step in their early schooling.”

Like kindergarten, 6th grade is also a traditional inflection point, when many students switch to a bigger middle school or shift to a private or charter school. Some families may have opted out of schooling entirely during the strife of the pandemic, or they may have left the state, seeking cheaper real estate and in-person instruction, all of which would cause a drop in the number of enrolled students.

“There’s not one single answer why. This is very complex because every family has their own circumstances,” said Stephanie Gregson, California’s chief deputy superintendent of public instruction. “We’ve seen a lot of people move out of California. That may have had an impact. Look at homeschool and look at private school. There are so many different factors that we can’t give you one succinct answer.”

It’s important to note that the state’s overall kindergarten figures include children in transitional kindergarten, a bridge between preschool and kindergarten for those born between Sept. 2 and Dec. 2. While these pupils will simply move up to kindergarten in the fall, traditional kindergartners will be expected to go to 1st grade, where experts say they may struggle. This issue is heightened by the fact that 1st grade is more academically rigorous now than in years past.

“In 1st grade, many children who have not been in kindergarten show more anxiety and sometimes completely shut down because they can’t do what their peers are doing,” said Janet Amato, a 1st-grade teacher in San Mateo. “I feel many parents don’t truly know all of what their child is expected to learn in kindergarten, so therefore don’t feel the need to send their child to school until first grade.”

Early childhood advocates have been calling for policies to support children who missed out on kindergarten due to the pandemic, especially since kindergarten is not mandatory in California.

“What will they do with the children who missed? Can they repeat? Can they go forward? What are we going to provide in the summer and fall going forward?” said W. Steven Barnett, senior co-​director of the National Institute for Early Education Research (NIEER). “We need to address the learning loss and trauma due to the pandemic.”

Otherwise, some children, particularly those from low-income families, may struggle to keep up with their peers, worsening the already unsettling achievement gap. These concerns led Sen. Susan Rubio, D-Baldwin Park, to introduce Senate Bill 70, which would require all students in California to complete one year of kindergarten before entering the 1st grade, beginning with the 2022-23 school year.

“Missing kindergarten for most kids raised in comfortable, highly literate families will make little difference long term,” said Bruce Fuller, professor of education and public policy at UC Berkeley. “It’s the millions of children raised in homes where both parents work irregular hours, sitting before the TV in cramped housing. These young children, unable to attend kindergarten, will now enter public schools with weaker language and preliteracy skills.”

What steps should be taken?

Some say parents should have the option of placing a child in kindergarten instead of 1st grade, a stance that has champions in the Legislature. Assembly Bill 104, introduced by Lorena Gonzalez, D-San Diego, would give any parent or guardian the authority to request that their child be held back a year.

Others believe that programs, such as summer school and tutoring, can help children catch up before they enter 1st grade. Those same strategies would likely benefit students in all grades, including those who opted out of 6th grade.

State leaders are hoping to help school districts reach out to those families who became disengaged with schooling during the tumult of the public health crisis. They also predict many students will return when in-person instruction resumes.

“In a year that has been so challenging for educators, students and families, it is concerning to see this decrease, especially those in our youngest grades,” said Tony Thurmond, State Superintendent of Public Instruction. “While there are many reasons to stay optimistic that enrollment will rebound as conditions improve, allowing more schools to safely return to in-person instruction, we also must help schools identify opportunities to engage with families who either sought new options for their students during the pandemic, or need additional resources and support to connect with school and succeed.”

Many educators are confident that children and families can bounce back from the tumult and loss of the past year.

“Incoming students survived a pandemic. We have to remember that. In normal years, I would encourage all families to enroll in kindergarten. But this year was different,” said Gennie Gorback, president of the California Kindergarten Association. “Every family had their own situation and made educational decisions based on their needs and resources. We have to respect their decisions. Then, we must get to know our students’ individual learning needs and plan accordingly.”

Any economic impact postponed

The decline in enrollment this year should not affect funding, either statewide or in districts that saw a drop. Funding is tied to the average of daily attendance throughout the year, not on enrollment, which is based on how many students were enrolled on the first Wednesday in October. For funding purposes, districts and charter schools get to choose whether to report the attendance of the current or previous year, whichever is higher. Because daily attendance was difficult to calculate this year, districts will choose last year’s figures before the pandemic sent students home, but adjusted for the whole year.

Next year, however, the Legislature is expected to revert to a standard way of calculating attendance, which means that some districts whose enrollment does not bounce back this fall will have to assume lower revenue in their 2022-23 budget.

Digging Into The Demographics

Enrollment fell in all ethnic and racial groups this year, but white students had the largest numerical decline — 77,000 — and second biggest percentage drop: 5.6%. Only the loss of Native American students — 6.6%, due to a drop from 30,282 to 28,331 students — was larger.

The number of African American students has fallen yearly since 2014-15. But the drop from 325,000 to 310,000 – 4.5% — was significant for one year.

Even though Latino enrollment fell by 61,000 students to 3.3 million, Latinos now comprise 55.3% of the state’s students, up 0.4%, which is a record proportion.

Overall, there are more seniors this year than in any year since 2015-16. That could reflect an increase in fifth year seniors who had trouble completing credits last spring after their schools rushed into distance learning, and they decided to return in order to graduate.

Anti-Charter School Bill (AB 1316)

Assemblyman Patrick O’Donnell introduced an anti-charter school bill scheduled to be heard in the Assembly Education Committee next Wednesday, April 28th. The bill would have a devastating impact on charter schools and create new mandates on school districts.

(To view the bill go to leginfo.legislature.ca.gov and put in the bill number AB 1316.)

In short, the bill does the following:
  • Creates new auditing and accounting standards to create parity between school districts and charter schools. Requires training for auditors and creates an Office of Inspector General in the Department of Education, among other things.
  • Creates a new funding determination process for non-classroom-based charter schools that would reduce the amount of funding they receive from the state.
  • Rewrites Independent Study law in California to require more teacher and student contact, a minimum school day, and metrics for ending Independent Study agreements.
  • Change vendor contracts by requiring vendor personnel to hold an appropriate credential, enforce competitive bidding and prohibit agreements from being calculated as a percentage of charter school revenue.
  • Prohibits the use of multi-year track systems.
  • Limits the ability of small school districts to authorize additional charter schools.
  • Increases oversight fees that charter schools pay their authorizer.

Again, these statutory changes would be devastating to charter schools, and the financial impact would be incredibly harmful. We ask everyone to call or email the members of the Assembly Education Committee and state their opposition to these changes. Below is the contact information for those members.

Assembly Education Committee:

Assemblyman Patrick O’Donnell (Chair)
Phone number: (916) 319-2070
Email address: assemblymember.odonnell@assembly.ca.gov

Assemblyman Kevin Kiley (Vice Chair)
Phone number: (916) 319-2006
Email address: assemblymember.kiley@assembly.ca.gov

Assemblyman Steve Bennett
Phone number:(916) 319-2037
Email address: assemblymember.bennett@assembly.ca.gov

Assemblywoman Megan Dahle
Phone number: (916) 319-2001
Email address: assemblymember.dahle@assembly.ca.gov

Assemblyman Alex Lee
Phone number: (916) 319-2025
Email address: assemblymember.lee@assembly.ca.gov

Assemblyman Kevin McCarty
Phone number: (916) 319-2007
Email address: assemblymember.mccarty@assembly.ca.gov

Assemblywoman Sharon Quirk-Silva
Phone number: (916) 319-2065


Update: AB 1316 Moves Out of Committee

On Wednesday, AB 1316 by Assemblyman O’Donnell was voted out of the Assembly Education Committee on a party line vote, 5-2.  As we have described before the measure has a number of anti-charter school provisions that were developed without input from parents, students, administrators and teachers.  AB 1316 also creates several new mandates on school districts and creates an Office of Inspector General in the California Department of Education.

The measure next goes to the Assembly Appropriations Committee for a fiscal analysis and vote.  The author is pushing this as a good governance measure that is needed to ensure that non-classroom based schools are good stewards of public dollars but it goes well beyond that.  It would have a devastating impact on many schools and their programs and is an attempt to force more students back into in person instruction.  Coming off a year where the state forced almost all public schools students into a distance learning model it is ironic that there is legislation attempting to curb that model of education.

We will keep you updated as the bill continues through the process.

You can view AB 1316 here.

How Does Your Waitlist Look?
According to new state projections, California traditional public schools are suffering a record enrollment drop of more than 155,000 students. That drop-off is about five times greater than California’s annual rate of enrollment decline in recent years, which boasts the largest student enrollment in the country.

As reported by California charter school leaders, the common theme driving this decline is the swell of parents who are frustrated with the way district schools are handling in-person learning. Meanwhile, agile and innovative charter schools have quickly pivoted and serve all aspects of student success during this trying time.

Parents are seemingly waiting longer to decide on educational options for their students, as they’re uncertain of what the needs will be. This is pushing back the traditional enrollment calendar we’ve seen in years past and creating a critical opportunity for charter schools on the student enrollment horizon.

Knowing charter schools can quickly and effectively pivot as needed to meet student needs (and the lift of California’s “Hold Harmless” provision stifling growth funding), California charter schools are now in an exciting position to acquire new students if they’re ready for it.

But there are three things charter schools need to communicate early and often to bring in those families:

  1. Safety precautions in place to ensure kids and teachers are safe
  2. Your intentions around holding in-person learning
  3. The fact that your school has space!

If you can broadcast these components for parents now, there’s an ample opportunity for schools to grow enrollment for this year and ongoing retention in years to come. With California funding models going back to the normal cycle this year, schools will be paid for this incremental enrollment and can resume their school growth strategy.

While parents are procrastinating the decision this year to Spring or even Summer, there’s a short window here for schools to take advantage of this opportunity to introduce their charter school model to the community and support those students with an alternative education model.

Now is the perfect time to make sure you’re casting as wide a net as possible.


You can download the Digital Marketing for Charter Schools Manual here.

If you are unsure how to address this unconventional enrollment cycle, Charter School Capital has you covered. Every year we take on a small group of charter schools to support through a pay-for-performance Enrollment Marketing program.

Charter leaders can choose a program that focuses on generating awareness primarily through digital marketing or “ground game” marketing to convert applicants into enrolled students. Our enrollment marketing efforts will be customized for the school’s unique needs.

To learn more, visit the information page or contact growcharters@charterschoolcapital.com.

Your Charter School: The Magic 450 - by Tricia Blum

How many students should your school have? You’d be surprised how essential this question can become to your strategic decision-making as a charter school leader.

As the Vice President of Business Advisory Services at Charter School Capital, I often meet with school leaders to advise them on operations, fiscal decisions, governance, long-term strategy, and how to bring their vision for their school into reality. A significant part of that process is understanding a school’s growth goals.  With a solid foundation in these areas, school leaders can provide sanctuary and educate their students.

Despite including a 5-year growth plan in the Charter application, I’ve found that some school leaders haven’t given much thought to their actual growth goals. In their view, they’ll start with the students they’re able to attract, then they’ll try to enroll more students, and then the school will grow organically.

While this is an understandable view, it leads to uncertainties in direction and budgeting. It can, at times, bring divisiveness and conflict to future board meetings as the growth vision remains unclear.

Some school leaders give this question a lot of thought. Even as they start their charter, they may already have a certain number in mind. Sometimes this number may be unrealistic, especially in terms of trajectory, causing worry and anxiety.

The Importance of Having A Destination

You’re probably familiar with the saying, “if you don’t know where you’re going, you might not get there.” There are entire business books on the topic of goal-setting.

I talked about this with a friend, and we landed on the metaphor of going on a hike. It feels very different whether you start walking with no clear goal of where you’re heading. Suppose you set out with a clear understanding that you’re aiming for the lake, or the mountaintop, or a waterfall. You might look at it on a map or GPS and know the destination is at 6.3 miles. This impacts your hike’s length, affecting when you take breaks and when you stop over for a bite. It influences how you ration your water, how much stuff you take with you, and how you plan the rest of your day. Moreover, it influences your state of mind. If you know that this is a four-hour hike, then you’re not likely to grow despondent at the three-hour mark – you know you’re getting close.

Knowing where you’re going tends to put a spring on your step, and it can make your pace a bit faster as you may challenge yourself to reach your destination by a specific time. It can boost morale as you find yourself crossing the halfway point and as you see the milestones along your path.

“How much do I need to grow?”

School leaders ask me whether there is a student enrollment ‘sweet spot’ for charter schools and how they can know what to aim for.

In my view, every school in each state will have a ‘sweet spot’ – at least when it comes to California charter schools. When it comes to California, I call it ‘the magic 450’. This number is specific to California charter schools because California real estate is much higher than in most other areas. Additionally, Some schools in other states make more in revenue, have lower fixed costs, etc. However, you can extrapolate the premise and apply it to your state.

The magic 450

In California, it’s really about having 450 enrolled. In my opinion, that’s the magic number that enables a school to be financially comfortable and to effectively use economies of scale without constantly looking over your shoulder and figuring out what expenses you need to cut.  Of course, fundraising can change the magic enrollment number to a lower number of students (should your charter cap prevent you from getting to 450.

Fixed Expenses

We know a school’s revenue is tied to students. Enrollment is your big variable driver, and to a large extent, it’s a variable driver under your control. When you’re talking about finances, the expenses break down into infrastructure and buildings and staff and supplies, and these fall into two large buckets: fixed costs and variable costs.

Your fixed costs mostly stay the same whether you have 200 students, 450 students, or 1200 students. As your enrollment increases, your fixed costs don’t move. Just your variable costs do, adding teachers, technology, food services, etc. There are expansion jumps, as in the case of moving into a larger building. But aside from these strategic expansion decisions, your fixed costs likely stay the same. My main point is that these are predictable and constant.

At 450 students, your ratio of fixed vs. variable expenses is healthy, with fixed costs becoming a smaller percentage of your budget overall. And your revenue provides for both fixed and variable costs to be nicely aligned.

In my experience, this magic number of 450 is where your enrollment brings in enough funding so that you can have enough leadership, enough administrative personnel, enough teachers in the classroom. You can focus on special programs. You can have offerings that might be different from other charter schools. You can also have a capital investment account so that one day you can build a gym, ball fields or find your school a forever home.

Starting Strong, Growing Steady

Depending on your area, the strength of your ties within your community, and the immediate demand for your school’s services, you can formulate a strategy that will work best for you.

One approach is to have that sweet spot as a goal at the very onset. The leaders of E.L.I.T.E Schools rallied the community behind their vision for a charter school in Vallejo Valley and opened with nearly 400 students.

Logistics and Planning

Knowing your enrollment goal can also help you plan in terms of facilities and resources. Your relationship with your school building can be a comfortable one, where your school building is an asset, or it can be an albatross around your neck.

Suppose that you hoped for a lot more expansion, but you didn’t engage sufficient enrollment marketing, and now you’re facing empty rooms in a building that is much too big for your current student body. This can deplete your reserves, cause you anxiety, and affect your school culture.  A new but unused wing can make a school feel empty and institutional.  There is a specific energy that comes with a full building.

On the flip side, suppose you did not plan for growth, and suddenly you find yourself with more students than your building can handle. Now you have to scramble to find a new building, and it can add stress to everyone involved.

Having a solid growth plan will lead to sound decisions regarding resources, facilities, and hiring.

Strategies for Growth

An excellent approach to growth is the model adopted by E.L.I.T.E. Schools. The leaders engaged the community from the start, and constantly include parents and community in their decisions. As a result, the school has a strong external team of advocates and evangelizers.

Another strong strategy is to learn, through consumer research, the specific programs that families in the area are hoping to see. It could be a specific language, or a strong STEM program, or an organic garden and education about farm-to-table, etc. Then, focusing your efforts on promoting that specific program can result in higher enrollment.

Enrollment marketing is a topic in itself. If you have the time and energy, learning about digital marketing, search engine optimization and social media engagement can prove valuable. However, many school leaders prefer to focus on education, and work with an external resource. Charter School Capital offers a pay-for-performance enrollment marketing solution that allows you to focus on your core strengths while we work to drive awareness, interest and enrollments for your school.

Every School is Unique

Of course, your school is unique. You might find that your school achieves a sustainable momentum before you get to 450 students. This will depend on your school’s specific finances and composition.

But keep pushing for that magic 450. And somewhere along that hike, you will notice that you’ve found ‘the sweet spot.’ Things will get easier. Things will feel like they’re just moving along. The feeling of climbing an incline becomes a sense of walking sure-footed down a path. And soon enough, you’ll find yourself at the mountaintop.

What do you think? What has been your own experience? Share your thoughts in the comments below.