In the City school system, evaluations of our students mostly stop at grades and test scores — and we often ignore critical challenges impacting their performance, such as learning disabilities, health care, and trouble at home. If we are going to be truly successful in providing a quality education to all young people, we have to look at the whole child and provide what they need to succeed — inside and outside of the classroom. I will do that by:
De-emphasize testing culture and promote holistic growth of the full child.
The experiences that drive sincere engagement with education are not derived from standardized testing; they come from holistic active learning experiences students have with their classmates and teachers. Students whose sole day-to-day educational life consists of preparing for standardized exams are not learning the depth of the material in their coursework. While the next administration won’t throw away the necessary tool of standardized testing, the DOE should go above and beyond to celebrate innovative approaches to education that create informed young adults prepared to succeed in college and/or career.
With more access to arts and culture, as well as an early appreciation for mindfulness, our children will be healthier and given more freedom to fully develop their personhood within the context of their education. For the first time, students from all backgrounds will be able to see themselves in the literature and educational content they consume in the classroom.
As a long-term mission, the Adams administration will seek to work in partnership with State lawmakers to adapt diploma requirements to better reflect these principles.
Establish a universal program of meditation and mindfulness to begin every school day.
It is estimated that one half to two-thirds of children experience trauma, and children and adolescents in urban environments experience higher rates of exposure to violence. Studies have proved that a child’s reaction to trauma can interfere with brain development, learning, and behavior – all of which have a potential impact on a child’s academic success as well as the overall school environment. Students in the New York City school system are also at risk of trauma from the COVID-19 pandemic and ongoing social unrest.
A culture of mindfulness in the classroom, including proven stress-management techniques like meditation, can help students faced with structural challenges develop the inner strength and wherewithal to overcome the obstacles stacked against them. Numerous studies have demonstrated that a meaningful positive impact on behavior and learning ability results from practicing meditation and mindfulness, including academic performance, cognitive ability, and social-emotional development.
Mindfulness can be an education equalizer, offering a fresh slate every day to students who come to the classroom in varied states of wellness. We will pursue a universal program that gives every student a start to their school day, whether in-person or remote, with a brief session of meditation and mindfulness. This effort will be able to build positively off the internal infrastructure that made it possible to expand training of social-emotional learning.
Identify students with disabilities to help end the prison pipeline.
Students diagnosed with a disability are more likely to be suspended or expelled, often a first stop to prison. One study found that disabled students were suspended twice as often and 75 percent more likely to be expelled as those without a disability — and that 1 in 7 students suspended or expelled students later had “contact” with the juvenile justice system.
We must recognize that thousands of students with disabilities do not receive their full mandated education by the end of the school year, and we can’t simply accept that status quo. We will do a full audit of students who have not received their education and therapies, and develop a program to provide “makeup” services. We will shift to a real-time tracking system so we know when students with disabilities are not receiving their full education. We need to be able to course correct in the middle of the school year if we are not meeting our obligation to provide education and therapies to a student with disabilities. We must also recognize that our City is not an English-only city and that needs to extend to special education services and classes. Advocates for Children estimated that almost 4,000 students required bilingual special education and almost 70 percent did not receive that. That is astounding and shameful. We will double down on hiring educators and aides who are bilingual.
Make dyslexia screening universal.
Studies show that up to 30-40% of inmates in prisons are dyslexic, indicating that students whose learning challenges are not discovered are also not addressed, leading to avoidable negative outcomes. By making dyslexia screening universal in City schools, we will identify these challenges early and better ensure success for students. Schools must find better alternatives to suspensions and expulsions, increase job training programs, and make dyslexia screening universal to identify these challenges early and ensure better student success.
Improve health and school performance with healthier food.
There is clear evidence that what we eat — especially what children eat — significantly affects mood, attention, and mental and physical health. Yet our schools continue to feed our children empty calories and processed foods that impede their ability to thrive and achieve. Even worse, some foods served in our schools, and the bad lifestyle habits eating them leads to, set children on a path to developing chronic illnesses such as diabetes and heart disease.
We created “Meatless Mondays” in schools — but that did not go nearly far enough. We will completely overhaul the menu, focusing on whole, fresh foods, encouraging consumption that leads to children’s improved health and school performance.
Revamping school nutrition should naturally be linked to an expansion of aquaponic, hydroponic, and other small-scale urban agriculture programming in classrooms, an expansion of the successful Growing Brooklyn’s Future initiative in dozens of schools across the borough. Hands-on education on the journey from soil to plate that is connected to cafeteria, classroom garden experiences, and school kitchens will include curriculum on food systems and nutrition. In addition to growing opportunities on school campuses, we will expand educational urban farming in off-campus locations like Governor’s Island and Roosevelt Island.
Institute a robust program for culturally-aware professional development.
Nearly one-half of all New Yorkers speak a language other than English at home, and families from hundreds of different countries move here every year. Their kids may have different cultural norms that affect how they learn and their ability to succeed in an American classroom. We will create a professional development program for educators to ensure they are culturally responsive to those students.
Teachers will be trained in how to adapt to the cultural perspectives their students may bring to the classroom, ensuring that students from all backgrounds are given an equal opportunity to succeed. The materials that are provided to our students in the classroom will also be more responsive to their full personhood.
By saving money through technology and efficiency, and using it to fund targeted initiatives that reduce serious crime, I will more effectively deploy resources while ensuring that police do the real police work needed to get the bad guys and prevent crime in the first place. I will do that by:
Target gun violence.
The number one driver of crime spikes in the city right now is gun violence. We must reverse this troubling trend, fast by using coordinated tactics, smart policing and cooperation between agencies and with the community. I will:
Deal with crime spikes before they get out of control.
By using real-time governing tools and tracking crime trends to become predictive, we can quickly shift NYPD resources from one community to another to reverse bad trends, much the way the NYPD uses COMPstat. For instance, we will regularly shift detectives and other officers from low-crime areas to crime hot-spots.
Reduce crime by having cops focus on police work.
About 500 police officers work in full time clerical jobs or spend their days driving trucks or removing barricades instead of conducting investigations or preventing crime. Even police officers tasked with fighting crime spend huge amounts of their time on court appearances and paperwork.
The city can save $500 million a year through strategic civilization of the force and by lowering overtime costs related to paperwork. A starting police officer earns $42,500 a year, which goes up to about $85,000 in less than six years. Police administrative aides make just $33,875 a year. The total savings could go into programs proven to reduce crime, like the Crisis Management System.
Tackle the trauma that festers in communities experiencing gun violence.
Living in a high-crime community and experiencing gun violence creates trauma that impacts a youth’s ability to perform in school and achieve in life. We will supply adequate services that address trauma and allow for healing, reducing the risk of incarceration, teenage pregnancy and homelessness.
Prevention and follow up measures that serve to heal and support these youth are best delivered by trauma-trained credible messengers paired with mental health professionals, social services and violence interrupters.
Address domestic violence abusers’ trauma so they stop perpetuating violence.
The NYPD responds to approximately 230,000 domestic incidents each year and 18% of homicides in NYC are due to domestic violence. Many abusers are repeat offenders. We must acknowledge that current programming to change abusers’ behavior is insufficient and doesn’t deal with root causes, which are often traumas experienced by the abuser themselves. To address this, we will launch the “Family Violence Perpetrator Program,” based on cognitive and behavioral therapy, to evaluate abusers’ traumas and treat them to prevent further violence.
Treat “Frequent Fliers” with better services.
Tens-of-thousands of New Yorkers cycle in and out of jails and mental hospitals in New York City: In 2019, about 20 percent of the city’s approximately 60,000 homeless people had a serious mental illness; and hospital stays for patients with serious mental illness add up to more than 1 million days each year. We must stop jailing the mentally ill for non-violent crimes and expand citywide the successful Fountain House model of care, providing structured therapeutic social settings to help people transition from therapeutic settings to non-therapeutic settings.
As a former police officer who stood up against racism and corruption in the NYPD while simultaneously protecting our streets, I know how entrenched systemic bias is in the department. The fastest way to true reform is to add as much diversity to the NYPD as fast as we can, while building trust through transparency. I will do that by:
Add local Black and Brown officers who will respect and protect New Yorkers.
One reason the NYPD continues to be plagued by incidents of bias and brutality is that the department still needs to become much more diverse: About half of the force is white, while the officers are Black, Brown or Asian. We will address this by recruiting from the neighborhoods that are suffering from crime, which are mostly Black and Brown, and by allowing peace officers at City agencies — who are not police officers and who are also more likely to be Black and Brown — to be promoted to the NYPD.
Train new NYPD leaders at top institutions.
The biggest companies in the world regularly send their executives to executive training programs at elite institutions. Our next generation of police leadership should have access to the same training to improve department performance—both on crime and civil rights. The department will work with private companies who are willing to sponsor spots for NYPD supervisors at the leadership academies they send their management staff to, helping train a new generation of brass to think critically, behave honorably and lead effectively.
Appoint the first woman police commissioner.
There are about 6,500 female officers in the roughly 36,000-member force, according to city statistics. While the number of women cops have grown over the years, there are few in the higher ranks, starting at captain and on up. We will encourage more women to test for promotion to join the upper ranks – all the way to the top.
Publicize the list of cops the NYPD is monitoring for bad behavior.
The NYPD keeps its own “monitoring list” of cops with records of complaints and violent incidents. We will make those records more available to the public to be transparent and build trust.
Make it easier for good cops to identify bad cops.
Most police officers could tell you about a few bad cops they work with or have run in to—and most cops resent their behavior because it brings down their profession and makes it harder for them to do their job. At the same time, it is dangerous for cops to report those bad apples. An Adams administration will make it easier for cops to anonymously report bad behavior by their colleagues that results in swift action through an outside system overseen by the Department of Investigation, protecting whistleblowers and exposing problem police.
Create a citywide law enforcement intelligence committee.
To improve NYPD transparency and oversight over sensitive policing operations while still maintaining needed information security, we will create a citywide law enforcement intelligence committee. The NYPD will regularly report to and share information with the committee, which will include the mayor, Council speaker, council public safety chair, public advocate and borough presidents. Each will receive top secret clearance. The committee can also then vote to determine when and how information on operations is disclosed to the public, rather than relying on the NYPD to make proactive disclosures.
Connect precincts to the community.
To make precinct houses more accessible to the communities they serve, we will revamp them to be more welcoming; improve them with public high-speed internet and wi-fi access; and hire specialized outreach and public information staff to change the culture of the houses into places where residents can come to learn about and participate in social and NYPD services and programs, particularly for families, children and youth.
Empower communities to have a say in their precinct leadership.
Community policing is just a slogan if the NYPD is not, in fact, acting on what a community wants and needs. We will empower community boards and precinct councils to play a role in approving and vetoing by supermajority any precinct commander candidates and community affairs officers within their respective areas.