By Bo Tefu, California Black Media

Assemblymember Corey Jackson (D-Moreno Valley) has secured $2 million in state funding to launch a proposed childcare special district serving families in Moreno Valley and Perris, paving the way for a system designed to provide childcare 24 hours a day, seven days a week.

The Moreno Valley-Perris Childcare Special District would be the first special district in California focused specifically on childcare, according to Jackson’s office. The state funding will cover startup, planning, and formation costs and help the district meet requirements set by the Riverside Local Agency Formation Commission, or LAFCO.

The proposed district would coordinate a mixed-delivery childcare system that could include home-based and center-based care. The goal is to provide universal childcare for families who work overnight, early morning, or other nontraditional shifts.

Jackson’s office says Moreno Valley is a certified “childcare desert,” with licensed childcare spaces available for only 15% of children with working parents. Infant care in Moreno Valley averages $2,776 a month, or about 35.7% of median household income. In Perris, licensed infant care can cost more than 60% of an individual worker’s gross median earnings, according to the assemblymember’s office.

“Securing this $2 million in startup funding is a monumental victory for the working-class families of Moreno Valley and Perris who have been trapped in a childcare desert for far too long,” Jackson said.

The proposal follows Jackson’s unsuccessful effort to establish the district through Assembly Bill 2083. The legislation would have created the district as a dependent special district covering Moreno Valley, Perris and their spheres of influence, with Riverside LAFCO responsible for reviewing its formation and boundaries.

The new funding allows the district’s formation to move forward without requiring mandatory contributions from local school districts and other stakeholders, according to Jackson’s office. His spokesperson, Daniel Peeden, said Jackson hopes the district can be operating by 2028.

The proposal has faced questions from some local officials. Moreno Valley City Councilmember Ed Delgado, who is running against Jackson for the 60th Assembly District seat, said he supports affordable childcare but questioned how the proposed district would operate and how much it would ultimately cost.

“Basically, he didn’t have a plan. We didn’t see a plan,” Delgado said, adding that officials had questions about operating costs, insurance and eligibility.

“It’s going to take a lot more than $2 million to create a special district to provide affordable childcare,” Delgado said.

Delgado has suggested working with existing childcare centers to subsidize costs for local families rather than creating a new agency.

Jackson’s office says the program will lower barriers to “workforce participation” and reduce “affordability anxiety” for young families. This landmark District is poised to trigger a virtuous cycle of economic upward mobility and long-term regional prosperity in the 60th Assembly District, his office added.

By Ken Epstein

County’s letter counters critics who offer Doomsday scenarios for Oakland schools

The Oakland Unified School District, under the leadership of a new board majority and new superintendent, recently submitted a budget to the county “that is a materially stronger submission than the district has filed in recent years, (which) reflects difficult and deliberate work,” according to a letter to the district from Supt. Alysse Castro of the Alameda County Office of Education.

While OUSD still must make more budget cuts in the next two years, the district is on the road to financial health, according to a Sept. 15 letter from Castro to the district.

Under the California Education Code, Alameda County and other county offices of education (COEs) have the legal responsibility to review, approve, conditionally approve, or disapprove local school district annual budgets and interim financial reports.

“The Alameda County Office of Education wants to acknowledge that the district has submitted a budget that shows a positive fund balance, meets the state minimum reserve for economic uncertainty in each year of the multiyear project and is accompanied by a board-adopted commitment to close the remaining structural challenges,” the letter said.

“After two decades of state receivership and significant changes in OUSD’s budgeting practices,” it is understandable that there may be “considerable confusion” in the public about the district’s current financial condition, according to the letter.

However, the district’s current fiscal position and practices are “materially” better than prior years, though they “do not yet eliminate underlying structural challenges,” the letter continued.

Castro also commended the board and staff for working to get their financial house in order.

“There are three essential parts to addressing a structural deficit: staff must identify and bring

forward hard choices; the governing board must make those choices; and staff must follow

through and implement them,” she wrote.

“All three appear to be happening in OUSD, and that represents meaningful progress,” she wrote. “The district has made significant reductions to ongoing expenditures, increased its use of available restricted resources, and adopted a plan to address the remaining gap.”

According to the County, the district already has approved budget cuts of about $30 million in the current year. Additional reductions of about $30 million will be necessary next year, and another $11 million the following year.

These cuts are necessary, the county says, because “the district is still operating at a structural

deficit, meaning spending more every year than it brings in.” 

In a statement released earlier this month, the district announced it had “finished the year with $170.1 million in its General Fund and an unrestricted reserve of $32.3 million, finishing $16.4 million ahead of what the district projected in March.”

The budget reflects progress toward putting the district in a stronger financial position to better serve students and families, said district leaders, while also acknowledging the need for significant reductions across the board.

“This turnaround happened because our board was willing to make difficult decisions rather than pass them along, and because our staff did the work,” said Supt. Dr. Denise Saddler. “None of this came easily, and there is more ahead of us. What these closed books show is that the direction is right.”

In October 2025, the board directed staff to prepare budget scenarios totaling $100 million in adjustments. In December, presented with a choice between borrowing to bridge the gap and making the reductions directly, the board chose the latter, the district statement said. As part of the reduction plan, the board approved cuts to more than 400 certificated and classified positions, along with a retirement incentive that converted some layoffs into voluntary departures.

“Closing our books is not the same as finishing the work, and we are not stopping here,” said Tara Gard,deputy superintendent of Business and Operations. “We will continue with the actions in our Financial Stabilization Plan because of where they lead.”

In a statement released on social media, Oakland Education Association (OEA) President

Kampala Taiz-Rancifer strongly criticized those who allege the district is collapsing and supported members of the school board majority who are working hard to stabilize the district’s finances while minimizing disruption for schools and employees.

Jennifer Brouhard (D2) and Valarie Bachelor (D6), who are running for reelection, “are moving the district toward a ‘materially stronger’ financial position than we’ve seen in recent years—all while investing in school sites and the employees who serve Oakland students,” she wrote.

“For years, we’ve heard billionaire-backed board members say they had to make ‘tough choices’ to balance the budget,” she continued. “Those choices almost always caused disruption and instability for our schools and communities. This is a different approach: financial stability alongside investments in students, schools, and workers. All in the effort to improve student outcomes.”

“The real hard work is tuning out the rage bait, the chaos agents, the attacks on unions and workers, and ignoring the loud corporate profiteers—and staying focused on what matters: improving outcomes for students while creating stable teaching and learning conditions,” said Taiz-Rancifer.

“Let’s not go backward into the days of manufactured panic.”

By Marc H. Morial

National Urban League President & CEO

New York City’s troubling decline in reading scores, despite one of the most ambitious literacy reform efforts in the nation, is a wakeup call for the entire nation.

Across the country, reading achievement continues to decline. Nearly 40 percent of fourth graders read below the basic level and roughly a third of eighth graders are reading below basic, the highest share ever recorded.

Taken together, these numbers reveal a national literacy crisis that threatens economic opportunity, educational equity, and our nation’s future competitiveness.

Reading is not merely another subject in school. Reading is the foundation upon which all learning rests. A child who struggles to read struggles to learn history, science, mathematics, and civics. A young person who cannot effectively read and analyze complex information faces barriers to college completion, workforce success, and informed participation in our democracy.

That is why the growing literacy crisis is fundamentally an opportunity crisis. Behind every percentage point is a child whose future opportunities hang in the balance. Persistent achievement gaps mean that Black and Latino students continue to bear a disproportionate share of the consequences when reading instruction falls short. If we are serious about economic mobility and educational justice, literacy must be at the center of the conversation.

For more than two decades, many schools embraced Balanced Literacy approaches that sought to cultivate a love of reading by putting books in students’ hands and encouraging independent reading. The approach was well-intentioned, but too often foundational skills instruction, particularly phonics and decoding, suffered.

The evidence is increasingly clear that explicit, systematic instruction helps more children become successful readers. States and school districts that are embracing these principles deserve credit for moving in the right direction. But millions of students are already in middle school, high school, and even college struggling to read complicated texts, analyze difficult arguments, and complete entire books.

What is our plan for them?

Too many students arrive in high school lacking the reading stamina necessary to engage deeply with literature, history, or complex informational texts. College professors increasingly describe students who struggle with lengthy assignments that previous generations navigated more comfortably.

To be clear, Balanced Literacy alone cannot explain these trends. Increased screen time, constant digital distractions, shortened attention spans, and the dominance of algorithm-driven content all influence students’ reading habits and learning experiences.

Yet recognizing these factors cannot become an excuse for inaction.

Instead, it should compel us to think more broadly about literacy.

The challenge before us is not simply helping children sound out words. It is helping them develop the capacity to wrestle with complex ideas, sustain attention, evaluate evidence, and build knowledge through reading. It is helping them become informed citizens and lifelong learners.

And that requires a comprehensive, systemic strategy.

We need high-quality literacy instruction beginning in early childhood settings and extending throughout elementary school. We need to strengthen early intervention so that struggling readers receive support before learning gaps become entrenched. We must carefully examine the quality and effectiveness of programs serving our youngest learners, including Head Start and other early childhood initiatives.

At the same time, we need a national commitment to literacy recovery for older students. Districts and states should be developing evidence-based strategies that help adolescents strengthen comprehension, vocabulary, knowledge-building, and engagement with complex texts. Students who fell behind during the pandemic and those who continue to struggle deserve intensive support, not lowered expectations.

We should also have serious conversations about the role of technology in children’s lives. Restricting unnecessary screen exposure, particularly in the early grades, should be part of a broader effort to rebuild reading habits and attention spans that support learning.

More concerning than the decline in reading scores is the absence of a clear, large-scale strategy to address the growing crisis. Every year that a struggling reader falls further behind increases the likelihood that they will face lifelong educational and economic disadvantages.

The recent reading results from New York City are a warning. The national NAEP results are an even louder one. Together, they tell us that incremental change is not enough.

We know more about how children learn to read than ever before. We know that literacy is the gateway to opportunity. What remains to be seen is whether we have the collective will to act with the urgency this moment demands.

Our children cannot afford for us to wait.

Based on reporting by Jackson Advocate.

Commissioners from HBCU athletic conferences joined university presidents and corporate leaders in Washington on Tuesday, Sept. 15, for the Salute to HBCU Sports Leadership Reception — an invitation-only gathering aimed at deepening investment in historically Black colleges and universities.

Hosted at Gensler’s K Street office, the evening brought together conference commissioners, campus presidents, and executives from sports, media and design organizations under the theme “Building Partnerships. Celebrating Excellence. Advancing HBCUs.” Gensler highlighted its partnership with Paxton Baker on the event in a post on Instagram, showcasing the room full of HBCU presidents and conference leaders.

Five Conferences, One Room

Commissioners from four NCAA conferences and one NAIA conference were on hand, representing institutions that compete across Division I, Division II and the NAIA:

Anthony Holloman — Southern Intercollegiate Athletic Conference Charles McClelland — Southwestern Athletic Conference Jacqie McWilliams Parker — Central Intercollegiate Athletic Association Sonja Stills — Mid-Eastern Athletic Conference Kiki Baker Barnes — HBCU Athletic Conference

Their presence linked leadership from across the HBCU athletics landscape with campus administrators and organizations working in event management, design and media.

Presidents and Black Press Leadership in the Room

Among the university presidents in attendance were Prairie View A&M’s Tomikia P. LeGrande and Bowie State’s Aminta H. Breaux.

LeGrande’s appearance came just days after the Thurgood Marshall College Fund named her the recipient of its Educational Leadership Award, as announced by Prairie View A&M. She was honored at TMCF’s 39th Anniversary Gala on Sept. 12 in Washington. LeGrande has served as Prairie View A&M’s ninth president since June 2023.

Breaux, who has led Bowie State since July 2017, previously chaired the CIAA’s board of directors, according to her university biography.

Benjamin F. Chavis Jr., president and CEO of the National Newspaper Publishers Association, also attended — fitting, given the NNPA’s role as one of the reception’s presenting partners. Chavis and HBCU GO’s Lawrencia Moten conducted two 30-minute interview sessions with the conference commissioners, covering topics ranging from the NIL era to conference growth and the experience of leading HBCU athletics, according to HBCU GO President Curtis Symonds, who spoke with HBCU Legends about the sessions.

Corporate and Institutional Partners

Five organizations presented the reception together:

Gensler — the architecture and design firm that hosted the event Events DC — the District’s convention and sports authority USA Track & Field — the sport’s national governing body National Newspaper Publishers Association — representing Black newspaper publishers HBCU GO — the network dedicated to HBCU sports and culture

That mix of partners pointed to a range of possible collaborations ahead, from athletic facilities and event operations to sports programming and media coverage.

Building Beyond the Scoreboard

What stood out most was the mix of people in the room — conference commissioners setting strategy for their leagues, university presidents shaping institutional priorities, and corporate partners bringing resources and expertise from multiple industries.

With college athletics undergoing rapid change, particularly for HBCUs navigating the NIL era and shifting conference dynamics, the reception offered a venue for candid conversation and relationship-building. Its underlying purpose went beyond athletics: using sports as an entry point to broader opportunities in education, workforce development and economic growth for HBCUs.

Based on reporting by Columbus Times.

WASHINGTON — Among the more than 100 policy forums and brain trusts at this year’s Congressional Black Caucus Foundation Annual Legislative Conference was a conversation about influence itself: who has it, and what they do with it.

"Platforms & Purpose: A Conversation With Black Men Leveraging Their Reach" brought together actor and activist Kendrick Sampson, Rep. Jasmine Crockett, media personality Jason Lee, singer Eric Benét and rapper and radio host Yung Joc. The session looked at how entertainers, creators and elected officials can turn public attention into real-world change.

The panel took place at the 55th Annual Legislative Conference, a five-day event in Washington that began Wednesday. This year’s theme is "Rooted, Ready & Rising," and the conference coincides with the CBC Foundation’s 50th anniversary. CBCF President and CEO Nicole Austin-Hillery has said the gathering is meant to "combine celebration with purpose," while taking up issues including voting rights, economic opportunity, education, health disparities and criminal justice.

That mix of celebrity and policy is a long-running feature of the conference, which brings lawmakers, advocates, entrepreneurs, students and entertainers into the same rooms. The panel’s premise reflects a broader question as creators reach audiences that rival traditional media.

A career built on both stage and street

Sampson is a natural fit for that conversation. The Houston native is known for television and film work, including HBO’s Insecure, and for his activism off screen. He co-founded BLD PWR, a 501(c)(3) nonprofit that combines entertainment, education and activism.

The organization says its mission is to "reimagine and realize the liberated future we know our people deserve." It works to mobilize entertainment-industry figures and organize communities around racial, gender, immigration, economic and environmental justice, mental health and wellness, and opposition to state violence. BLD PWR emphasizes storytelling and community healing, and it centers the voices of Black, Indigenous and other marginalized communities.

What to watch

The conference runs through Sunday at the Walter E. Washington Convention Center. Details on sessions and registration are available through the CBC Foundation.

Based on reporting by Columbus Times.

Ask someone outside of Louisiana what they know about Southern University, and there is a good chance the conversation will eventually lead to HBCU culture and the Human Jukebox. And rightfully so. The Human Jukebox has earned its reputation through generations of hard work, discipline and excellence. It represents more than halftime entertainment; it is part of the heart of Southern University and HBCU culture. But after the Jukebox, what comes next? That is where Southern has a public relations problem.

Southern University is home to a nursing school that was named Best Nursing School in the United States by Nurse.org for the second consecutive year in 2026. The program also reported a 100% first-time pass rate on the 2025 American Academy of Nurse Practitioners certification examination. Accomplishments like those should be just as inseparable from Southern’s name as its band and culture.

Instead, Southern’s positive story is too often forced to compete with another narrative: housing shortages, unanswered questions, aging infrastructure, power outages and the familiar feeling among students that something else has gone wrong. The recent power outages made that especially difficult to ignore.

Southern lost power on Sept. 1, forcing classes to be canceled. Days later, another outage affected campus operations, eventually leading the university to close campus for multiple days and shift classes remotely. Students told local news stations about losing food, struggling without air conditioning and Wi-Fi, and trying to keep up with schoolwork while the campus dealt with electrical problems. Watching frustrated students explain their experiences to local reporters made me ask a simple question: Is this bad PR? At first, I thought the answer was obvious. Communication during the outage felt too slow. Students wanted to know when power would return, whether classes would continue and when campus life would return to normal. When information is limited, rumors fill the gap. One person says the power is back. Someone else says it went back out. Students begin relying on each other before they rely on the institution. But learning more about what happens behind the scenes complicated my original opinion.

The people responsible for communicating cannot simply release whatever information is circulating. They may be waiting on utility companies, facilities officials, emergency management or university leadership to confirm what is actually happening. Publishing an estimate that turns out to be wrong can create even more confusion. That does not mean communication should stop.

There is a difference between saying, “We don’t know,” and saying nothing. Even when there is no new information, students can still be told that there is no new information. An update saying officials are still waiting for confirmation, explaining what is currently known and telling students when to expect another update creates something extremely important during a crisis: certainty about the communication process, even when there is uncertainty about the situation itself.

But the more I thought about “Bad PR?” the more I realized Southern’s problem is bigger than how quickly an email goes out. Public relations cannot turn the electricity back on. It cannot build a residence hall overnight. It cannot make every office answer its phone. It cannot win a football game. At some point, an institution’s reputation has to be supported by the institution itself.

Southern entered Fall 2026 with campus housing completely occupied and its housing waitlist at capacity. The university is responding by moving forward with new housing that is expected to add approximately 850 beds. That investment matters. But it also represents a larger pattern Southern cannot afford to continue: waiting until a problem becomes part of the student experience before the solution becomes visible. Southern cannot continuously rely on the resilience of its students as part of its operating model.

There is almost a collective “struggle bus” mentality that can develop on campus. Something is broken. Something is delayed. Another office is not answering. Another unexpected problem appears. But at least we are still here, getting our education and figuring it out. Southern certainly develops character. But students should not have to develop character by constantly learning to navigate problems that an evolving university should be working to eliminate.

That is especially important because Southern does not exist in isolation. Across Baton Rouge sits LSU, one of the most recognizable universities in the state. Comparisons between the two institutions are almost inevitable, whether those comparisons are fair or not. Southern should not try to become LSU. It should become the strongest possible version of Southern.

There is something different about attending an HBCU. There is value in entering classrooms where students who look like you can be recognized for their intelligence without first having to prove that they belong there. There is value in being surrounded by people who may come from completely different backgrounds while sharing an experience rooted in Black history, culture and achievement. Southern has that. It has legacy. It has culture. It has nationally recognized programs. It has students worth celebrating. It has one of the most recognizable bands in college culture. The problem is not that Southern lacks a brand. Southern’s problem is keeping that legacy intact while building an institution capable of carrying it into the future. Construction around campus shows that change is happening. New housing is coming. Infrastructure is being addressed. But physical construction cannot be the only visible evidence of progress. Students should be able to experience that evolution in customer service, communication, technology, facilities and the everyday systems they depend on.

The Human Jukebox does not need less recognition. The rest of Southern needs to reach the same standard of excellence that makes the Jukebox so easy to celebrate. If Southern wants to control its narrative nationally, the answer cannot simply be better marketing whenever something goes wrong. Southern already has the story.

The nursing students achieving nationally recognized results are part of the story. The students earning degrees are part of the story. The culture is part of the story. The Jukebox is part of the story. The history and generations of alumni are part of the story.

But so are the outages, housing frustrations and institutional problems students experience. Public relations can decide how a story is communicated, but it cannot permanently separate reputation from reality. Maybe Southern does not have a “bad PR” problem after all. Maybe Southern has an institution with an incredibly strong brand that is sometimes being asked to carry more weight than it should. If Southern truly wants to control its narrative, that work cannot begin and end with a press release. It has to begin within.

Based on reporting by Southern University – SouthernDIGEST.