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What procedures do you think Rosa Parks Elementary is using
to provide services to struggling students? Why are school
personnel dissatisfied with this process? (Opinion Question: No
Resources)
What approaches are available to schools to help struggling
readers and to efficiently identify students who need special
education services?Page 1: Struggling ReadersPage 2: The IQ-
Achievement Discrepancy ModelPage 3: The Response-to-
Intervention Approach (RTI)
What other information might a school find helpful when
choosing which approach to adopt?Page 4: The Rationale for
RTI: Early Intervening and Identification of Learning
DisabilitiesPage 5: Approaches to RTI
What steps might the S-Team propose to help its struggling
readers?Page 6: Steps to This RTI ApproachPage 7: The Rosa
Parks RTI FrameworkPage 8: Practice with the Tiers
ResourcesPage 9: References & Additional ResourcesPage 10:
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RTI (Part 1): An Overview
This module outlines the differences between the IQ-
achievement discrepancy model and the response-to-
intervention (RTI) approach. It also offers a brief overview of
each tier in the RTI model and explains its benefits (est.
completion time: 1 hour).
A Professional Development Certificate for this module is
available.
This module was developed in collaboration with the Tennessee
State Improvement Grant and the Tennessee Department of
Education.
Work through the sections of this module in the order presented
in the STAR graphic above.
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Local newspapers stopping the presses; Virus

hastens outlets' collapse in time of greatest need
for news coverage
James, Meg . Los Angeles Times ; Los Angeles, Calif. [Los
Angeles, Calif]18 Apr 2020: A.1.
ProQuest document link
FULL TEXT
Jeff vonKaenel has weathered wildfires, recessions and getting
sued by a mayor in his nearly 50 years running
weekly newspapers.
But the Sacramento newsman met his gravest challenge yet last
month when public health officials urged
cancellations of large gatherings to slow the novel coronavirus'
spread.
Four days after the Centers for Disease Control and Prevention's
advisory, the 69-year-old owner of the

Sacramento News &Review and sister publications in Chico and
Reno made the "brutal" call to stop the presses
and lay off 40 staffers.
"This could be the death knell, not only for us but for the
dailies that we compete with," VonKaenel said in an
interview.
He hopes the closure is temporary because he doesn't want to let
down employees or readers of his free
alternative weeklies, which have fearlessly covered deadly
police shootings, casinos' dark side and Sacramento's
vibrant arts scene.
But the advertisers he depends on -- restaurants, breweries,
small museums and concert venues -- were swept up
in the economic shutdown, and without their support,
VonKaenel can't cover the $45,000 a week it takes to run his

Sacramento paper.
"I think I'm a pretty good salesman, but to convince businesses
to buy ads for events they are not having, well, it's
pretty tough," VonKaenel said.
Even before COVID-19, America's newspaper industry was on
life support.
More than 1,800 newspapers have folded since the internet
became a prime source for news. In 2000, at least 55
million American homes subscribed to a daily paper, about
double what it is today, according to Pew Research
Center.
During the last two decades, newspaper chains, including
McClatchy, which owns the Sacramento Bee and Miami
Herald, and the former Tribune Co., owner of the Chicago
Tribune, have tumbled into bankruptcy. Leveraged
buyouts and consolidations have left companies mired in debt.

The nation's largest chain, Gannett Co., which owns
USA Today and 250 daily newspapers, including the Arizona
Republic in Phoenix and the Desert Sun in Palm
Springs, merged with another large company in November. It
now reaches 1 in 4 daily newspaper subscribers, but
its stock has dropped 85% this year.
Newsrooms have been hollowed, print pages slashed. The
Pittsburgh Post-Gazette, for example, prints just three
days a week. Billionaire Warren Buffett, who had owned the
Buffalo News since 1977 and was hailed as a savior of
local journalism, in January unloaded his chain, which includes
the Omaha World-Herald, to Lee Enterprises, which
owns the St. Louis Post-Dispatch. Buffett previously conceded
that newspapers were "toast."
Since the Great Recession, nearly half of U.S. newspaper
journalism jobs have disappeared, leaving fewer than

38,000 reporters, photographers and editors.
"It's bad and it's going to get worse," news industry analyst Ken
Doctor said, predicting the COVID-19 crisis will
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est.com/docview/2391138931?accountid=38295
est.com/docview/2391138931?accountid=38295
further strain local news: "It's going to be the 2009 recession on
steroids."
A time of need
In response to the pandemic, local governments and institutio ns
-- health departments, hospitals, schools and
businesses -- are making vital decisions that affect lives and
livelihoods, highlighting how useful local newspapers
can be.
The print industry's demise has larger implications, Doctor and

others say. Without reporters keeping tabs on city
halls, state agencies and community organizations, there would
be little accountability. Researchers have found
that newspapers remain the nation's most comprehensive, fact-
based source of information.
The industry's collapse has been driven by the exodus of
longtime advertisers, who have shifted their money to
internet giants Facebook and Google, leading to a precipitous
revenue decline. Ad revenue to U.S. newspapers
peaked in 2005 at $49.4 billion; it's now less than a third of that
amount, according to Pew Research Center.
Responding to the crisis, Facebook in late March announced $25
million in emergency funding for local news
through its Facebook Journalism Project. "The news industry is
working under extraordinary conditions to keep
people informed during the COVID-19 pandemic. At a time
when journalism is needed more than ever, ad revenues

are declining," Facebook said, adding that it would also spend
$75 million to buy newspaper ads.
On Wednesday, Google Inc. announced its own $100-million
journalism fund "to deliver urgent aid to thousands of
small, medium and local news publishers globally."
The need is great. Small dailies and alternative weeklies are
among the most threatened. They rely on local
businesses for advertising, rather than big-dollar national
advertisers.
In Southern California, the alternative OC Weekly shut down in
December and the LA Weekly has absorbed deep
cuts and management turmoil. The Orange County Register's
parent, Southern California News Group, furloughed
newsroom employees. And the Feather River Bulletin in
Quincy, Calif., stopped printing this month -- after 153
years.

The Los Angeles Times, which was thrown a lifeline in 2018
when biomedical billionaire Dr. Patrick Soon-Shiong
purchased the paper along with the San Diego Union-Tribune,
also is feeling financial pain. The paper has spent 18
months rebuilding its newsroom and expanding its online
offering only to be walloped by the virus.
"Advertising revenue has nearly been eliminated," California
Times President Chris Argentieri wrote in a memo to
the newspaper's staff this week, outlining initial cost-cutting
measures, including furloughs and trimming salaries
of high-level managers during the crisis, including the eight top
editors.
On Thursday, the company folded three of its community
newspapers -- the Burbank Leader, the Glendale News-
Press and the La Canada Valley Sun -- because they were losing
money. The Glendale paper was a pioneer,

publishing since 1905. The Valley Sun popped up in 1946 as the
postwar building and population boom began to
reshape California.
Pandemic paradox
The widespread financial woes come even as traffic to
newspaper websites has doubled, Doctor said, and
subscriptions to digital sites have dramatically increased as
readers rally to support trusted news outlets.
"This [coronavirus] story has been transformational: It has
shown the absolute uniqueness and value of local
news," Doctor said.
It's a grim paradox, said Kevin Cody, who owns the 45,000-
circulation Easy Reader News in Hermosa Beach.
"The irony is that interest in the product is skyrocketing," Cody
said. He laid off his staff, and they're now collecting
unemployment checks, but they continue to put the paper out.

"There is an urgency to the situation, but the
financial basis for the newspaper has just evaporated."
Last week, 19 Democrats in the U.S. Senate urged their
colleagues to provide coronavirus stimulus funding to
news organizations.
"Local news plays an indispensable role in American civic life
as a trusted source for critical information," the
senators wrote. Since the pandemic was declared, they said,
local news outlets have been "providing communities
answers to critical questions, including information on where to
get locally tested, hospital capacity, road closures,
essential business hours of operation, and shelter-in-place
orders."
Sen. Sherrod Brown (D-Ohio), one of the signers, said in an
interview that local journalists serve a vital role by

uniting communities and serving as government watchdogs.
"People want good coverage out of local and state government,
and that's something that only local media can do,"
Brown said. "While the New York Times is a great paper, and
you're a great paper ... you can't serve Akron, Ohio,
very well," Brown said.
Crisis in Cleveland
A drama has unfolded in the newsroom where Brown's wife,
columnist Connie Schultz, used to work. The billionaire
Newhouse family, through its Advance Local division, has
maintained two separate newsrooms in Cleveland since
2013. One is a union shop that has long produced the Plain
Dealer. The company established a bigger, nonunion
staff for its website, Cleveland.com. The separate staffs
contribute to both platforms.

Two weeks ago, the Plain Dealer axed 18 union journalists and
four editors. Last week, an additional 10 journalists
agreed to go. Now, there are just six Plain Dealer journalists,
including four reporters who are union members.
That's a stark contrast from 20 years ago, when Cleveland's
newsroom teemed with more than 300 journalists.
Award-winning investigative reporter Rachel Dissell, who
started as an intern at the paper 18 years ago, was
among those who volunteered for a layoff.
"This wasn't the way I wanted things to end," Dissell, 40, said
by phone late last week, trying to hold back tears.
Dissell said she and her colleagues were stunned by the timing
of the cuts.
"Even as everything was happening, we were still working --
calling people and telling their stories about how the
coronavirus was affecting their lives," Dissell said. "We're
journalists; we didn't know what else to do."

Advance Local declined to comment. But editor Tim
Warsinskey, one of the six remaining Plain Dealer newsroom
employees, said in an email that the 32 departures were
"emblematic of a larger challenge our industry is facing."
He noted that, between the two staffs, Cleveland still has about
70 journalists, on par with other Midwestern cities.
California voices
In Northern California, Bradley Zeve, the founder and chief
executive of the Monterey County Weekly, recently laid
off seven members of his close-knit staff, including the
managing editor.
"Worst day in my career," Zeve said. "We've had some difficult
times, but nothing has come close to this."
His remaining staff has kept the paper going, and they branched
out by sending daily email newsletters -- an effort
that has quickly grown to 46,000 subscribers.

"The silver lining is that we've done some amazing journalism
in the last few weeks," Zeve said. "But so many
businesses that we relied on just closed down, and who knows
how many of them will eventually come back. The
future is unknown."
That is what's distressing VonKaenel, owner of the Sacramento
News &Review. In a March 19 letter to readers, he
warned: "It could be the end."
Last year, VonKaenel and his wife had borrowed against their
home to keep their operation afloat. Now, he's
waiting to learn whether his application for the federal
Paycheck Protection Program will be approved. Concerned
readers also have sent more than $40,000 in donations.
"The support has been incredible. We are so connected in all of
our communities," said VonKaenel, whose weeklies

top 100,000 in circulation.
Even with the presses idle, VonKaenel has been trying to come
up with a new business plan, such as teaming up
with a nonprofit or a public radio station.
He worries about the loss of an alternative voice in
communities. "It would just be horrible," he said.
His Chico paper produced more than 300 stories that chronicled
the deadly 2018 Camp fire and its aftermath.
This month, a couple of weeks after being laid off because of
the COVID-19 pandemic, the staff learned their
coverage had won several prestigious California Journalism
Awards.
His Sacramento paper gained surveillance footage and exposed
that a deadly police shooting of a black man in
2016 wasn't a "justifiable homicide" as the police chief publicly
said. That chief later retired, and the press

coverage led to increased scrutiny of police conduct and other
reforms.
"I don't think people fully understand the impact of having
accurate information and the watchdog function, and
the changes that can bring," VonKaenel said.
Caption: PHOTO: ROWS OF RACKS were a more common
sight in 2006, when the decline in newspapers'
advertising revenue was just beginning. McClatchy, publisher of
the Sacramento Bee, filed for bankruptcy in
February.
PHOTOGRAPHER:Justin Sullivan Getty Images
PHOTO:JEFF VONKAENEL has suspended printing of his
Sacramento News &Review because ads have stopped in
the pandemic. He told readers: "It could be the end."

PHOTOGRAPHER:Terry Hagz Sacramento News &Review
P: GRAPHIC: U.S. daily newspaper circulation
CREDIT: Los Angeles Times
P: GRAPHIC: Falling newspaper advertising revenue
CREDIT:Thomas Suh Lauder Los Angeles Times
DETAILS
Subject: Journalism; Journalists; Coronaviruses; Newspaper
industry; COVID-19
Location: California United States--US Sacramento California
Southern California Ohio
Company / organization: Name: Pew Research Center; NAICS:
541720
Identifier / keyword: NEWSPAPERS FINANCES BUSINESS
CLOSINGS ADVERTISING INTERNET

(COMPUTER NETWORK) COVID 19 (VIRUS) EPIDEMICS
PUBLIC HEALTH
Publication title: Los Angeles Times; Los Angeles, Calif.
Pages: A.1
Publication year: 2020
Publication date: Apr 18, 2020
Section: Main News; Part A; Entertainment Desk
Publisher: Los Angeles Times Communications LLC
Place of publication: Los Angeles, Calif.
Country of publication: United States, Los Angeles, Calif.
Publication subject: General Interest Periodicals--United States
ISSN: 04583035
Source type: Newspapers

Language of publication: English
LLC. All rights reserved.
Terms and Conditions Contact ProQuest
Document type: News
ProQuest document ID: 2391138931
Document URL:
est.com/docview/2
391138931?accountid=38295
Copyright: Copyright Los Angeles Times Apr 18, 2020
Last updated: 2020-04-18
Database: ProQuest Central

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http://www.proquest.com/go/pqissupportcontactLocal
newspapers stopping the presses; Virus hastens outlets' collapse
in time of greatest need for news coverage
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siteConferenceSupportLoginWhat is MTSS?

Some students struggle with academics. Others struggle with
behavioral challenges. Still others struggle with both. How do
schools respond to students with challenges or struggles that
interfere with their ability to learn?
Many schools use a framework of interventions and supports
designed to address these behavioral and academic challenges.
This framework, known as MTSS, helps schools to identify
struggling students early so that they may receive assistance
quickly. But what is MTSS?
Defining MTSS
Multi-Tiered System of Supports (MTSS) is a framework that
helps educators provide academic and behavioral strategies for
students with various needs. MTSS grew out of the integration
of two other intervention-based frameworks: Response to
Intervention (RtI) and PBIS.
As part of the Individuals with Disabilities Education Act
(IDEA) updated by Congress in 2004, the Response to
Intervention model of assessment originally sought to identify
students who would benefit from more intensive supports. From
these beginnings as a tool to help improve educational outcomes
for students in special education, MTSS has grown to
encompass all students at every level.
Key Components of MTSS

Instead of the “waiting for failure” assessment model of pre-
IDEA days, MTSS takes a proactive approach to identifying
students with academic or behavioral needs. Early assessment
and intervention for these students can help them catch up with
their peers sooner. The key components of MTSS
include:Universal screening of all students early in the school
yearTiers of interventions that can be amplified in response to
levels of needOngoing data collection and continual
assessmentSchoolwide approach to expectations and
supportsParent involvement
The integrated instruction model of MTSS uses collected data to
assess student needs and provide them with interventions in
appropriate tiers.
Three Tiers of Support
MTSS provides a method of early identification and
intervention that can help struggling students to catch up with
their peers. As such, MTSS uses three tiers of support to assist
all students at various levels. These three tiers include:Tier 1 –
Universal or primary – Majority of students (75-90%)
As the largest tier, and the foundation for the entire framework,
Tier 1 encompasses the entire school with core instructions and
basic interventions. This structure helps to build positive
relationships between staff and students. It includes proactive

classroom management strategies aimed at creating a supportive
atmosphere. Students who do not respond to these interventions
may move into Tier 2.Tier 2 – Secondary – Small groups of
students (10-25%)
Some students need a little extra assistance in meeting academic
and behavioral goals, and it is in Tier 2 that these individuals
receive that help. Often these interventions and supports are
delivered in small group settings, such as reading groups.
Check-In/Check-Out (CICO) interventions are often a part of
Tier 2, as well. This targeted support allows students to work
toward catching up with their peers.Tier 3 – Tertiary –
Individual students (< 10%)
A subset of students has significant challenges that do not
respond to the interventions and supports in Tier 1 or Tier 2.
Tier 3 gives these students individualized supports and can
include assistance from outside agencies such as behavioral
counselors or family therapists.
MTSS tiers help schools to organize levels of supports based on
intensity so that students receive necessary instruction, support,
and interventions based on need. As such, student identities are
not based on tier levels. Instead, individuals are identified as
students in need of supports. This helps educators to respond
appropriately and provide students with the assistance they need
to prosper in the classroom.

Employing the MTSS Framework
Schools using MTSS seek successful educational and behavioral
outcomes for all students, regardless of challenges. This may
involve significant interventions for a segment of the student
population, with the goal of moving these individuals into
reduced interventions as they progress. The flexibility of this
framework allows students to move from tier to tier as needed,
without prescribed timelines. The elements of MTSS
include:Multiple tiers of instructio n, intervention, and support
Includes learning standards and behavioral
expectationsIncreasing levels of intensityProblem-solving
process
Collaborative and team-based decision making to determine
which students need interventionsData evaluation
Interpretation of data to determine student progress and action
stepsCommunication and collaboration
Teamwork focused on building relationships and using data to
improve those relationshipsCapacity building infrastructure
Professional development and coaching along with written
plansLeadership
Active involvement and administration of practices
School Climate and MTSS
MTSS creates a positive environment for all students which in
turn impacts school climate. Positive school climate is the

leading indicator for such outcomes as increased academic
achievement, increased teacher retention, and reduced discipline
referrals.
The interventions and supports found in MTSS help in
relationship building, which is a key factor in student
success. Additionally, a supportive school environment allows
each student to work through their challenges and catch up with
their peers. Defined tiers of intervention for both academic and
behavioral challenges enables educators to address student
needs, both as a group and individually.
It’s important to note that MTSS tiers may look quite different
from school to school. MTSS focuses on the overall needs of
individual students, and what may be a Tier 2 intervention in
one school might be a Tier 1 in another. It is up to each school
to develop an MTSS framework that addresses challenges
specific to that school community.
PBIS as a Part of MTSS
As part of an MTSS framework, PBIS can help educators build
an awesome school culture and address behavioral challenges in
a positive way. These interventions, when paired with the
academic assistance found in RtI, can help students to improve
in all areas. The tiered structure of a PBIS initiative helps
educators to provide students with the help they need to develop

the behavioral skills necessary for success. This social-
emotional learning coincides with academics, and each can help
strengthen the other.
Schoolwide expectations, tiered systems of supports, and
consistent data analysis are all hallmarks of PBIS. These factors
are critical to the success of MTSS, as well. Employing the
MTSS framework helps to focus educators and students alike on
positive interactions, creating a school climate focused on
student success.Do you want to learn more about PBIS
Rewards?
PBIS Rewards is an affordable schoolwide PBIS management
system that assists schools in their quest for a positive school
environment. We’d love to show you how easy it is to simplify
your PBIS program management. You can request more
information or experience a PBIS Rewards demo.
Request a Demo
We'd love to hear your thoughts. Find us on LinkedIn (PBIS
Rewards)!Here are some related articles you may find
interesting:What is PBIS?
If a child doesn’t know how to read, we teach. If a child doesn’t
know how to swim, we teach. If a child doesn’t know how to
multiply, we teach. If a child doesn’t know how to drive, we
teach. If a child doesn’t know how to behave, we... teach?…Did
You Know About This PBIS Definition?
There can be a lot of PBIS definitions tossed around as schools

work diligently to improve school culture by changing the way
students and teachers interact with one another. An increased
emphasis on positive behaviors can give your staff more time to
teach, reduce discipline referrals, and improve academic
outcomes.…Can You Identify Positive School Climate?
One of the keys to a successful school year is a positive school
climate. Made up of a mix of intangible and tangible resources,
school climate is often the single most important factor in the
success of a school. Positive school climate improves student
achievement, teacher retention, mental and behavioral…
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Now in SpanishPBIScon22: Meet the Speaker – Jeremy
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The PBIS Rewards apps are available on Google Play, the App
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