The ruse that lets big tech dodge Trump's immigration crackdown

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Reporting Highlights

  • Temp to Permanent: There’s periodic debate over the 120,000 foreigners annually awarded temporary H-1B visas, but almost no attention to the process by which many receive green cards.
  • Filled, Then Verified: Foreign workers are eligible for permanent residency only when no U.S. citizens can do the job — but companies confirm that after foreigners have been employed as temps.
  • Lost in Print: The law also requires that companies advertise these jobs in the classified ads of Sunday print newspapers, decreasing the chances that U.S. applicants see the listing.

These highlights were written by the reporters and editors who worked on this story.

It’s a tough time for the rank-and-file tech worker or computer science graduate looking for a job. The Silicon Valley giants have laid off tens of thousands in the past couple years. The longstanding threat of offshoring persists, while the new threat of AI looms.

There is seemingly one reason for hope, which you won’t find in popular hiring websites like Indeed.com or ZipRecruiter. It’s exclusively in the help-wanted classifieds in printed newspapers. Every Sunday, metropolitan newspapers across the country are full of listings for tech jobs, with posted salaries sometimes exceeding $150,000. If you’ve got tech skills, it seems, employers are crying out for you, week after week.

One day this spring, I decided to test this premise. I set out with the classified pages from the most recent Sunday edition of The Washington Post, which were laden with tech job offerings in the suburbs of Northern Virginia and Montgomery County, Maryland.

First, I drove to the address given for one of the employers, Sapphire Software Solutions, whose ad said it was looking for someone to “gather and analyze data and business requirements to facilitate various scrum ceremonies for multiple business systems and processes.” I arrived at an office building in Ashburn, Virginia, near Dulles International Airport. But the receptionist in the appointed suite looked confused when I asked for Sapphire.

“This is virtual office,” she said, in a heavy Eastern European accent. “We have many kinds of virtual offices.” She gestured at a long filing-cabinet drawer that was open behind her, full of folders. “You must mail to them.”

From there, I drove 2 miles to another company advertising for help, Optimum Systems, whose address turned out to be an office park full of dental practices. But the office door said nothing about Optimum, instead carrying a sign for an accountant and a different tech firm. It was dark and empty.

And from there, I drove 6 miles to a company called Softrams, which was advertising for a “Full Stack Developer.” I walked into an office in a building that also housed a driving school. The reception area was empty. I called hello, and a woman appeared. I told her I was a reporter wanting to learn more about the listing. She was surprised and asked if she could read the ad in my hand. “I’ll check with the team and get back to you,” she said.

A few days later, after similarly mysterious visits to other offices, I reached the woman, Praveena Divi, on the phone. “This ad is for a PERM filing,” she said. “A filing for a green card.”

To anybody familiar with the PERM system, those words meant the ad was not really intended to find applicants. I had entered one of the most overlooked yet consequential corners of the United States immigration system: the process by which employers sponsor tech workers with temporary H-1B visas as a first step to getting them the green card that entitles them to permanent residency in the U.S. It is a process that nearly everyone involved admits is nonsensical, highly vulnerable to abuse, as well as a contributor to inequities among domestic and foreign tech workers.

Yet the system has endured for decades, largely out of public view. There is occasional debate over the roughly 120,000 workers from overseas who are awarded H-1B visas every year for temporary high-skilled employment. Last December, a tiff erupted between billionaire entrepreneurs Elon Musk and Vivek Ramaswamy, on the one side, and MAGA champions including Steve Bannon, over the formers’ claims that H-1B workers are needed because the homegrown tech workforce is inadequate. But almost as quickly as it started, the spat vanished from the news.

There is even less attention given to what happens with these foreign workers — three quarters of whom are now from India — when many decide they want to stay beyond the six-year maximum allowed for an H-1B recipient (a three-year term can be renewed once). To qualify for a green card, workers must get their employers to sponsor them via the Permanent Labor Certification process, aka PERM. And to do that, employers must demonstrate that they made a sincere effort to find someone else — a U.S. citizen or permanent resident — to do the job instead.

What’s striking about this requirement is that, as a result of choices made by legislators 35 years ago, the effort to find a citizen is not expected at the front end, when employers are considering hiring workers from abroad. At that point, employers simply enter the lottery for H-1Bs, and if they get one, they can use it.

Only once a company has employed someone for five or six years and become committed to helping that person stay in the country permanently must the company show that it is trying to find someone else. It’s no surprise that the efforts at this point can be less than sincere.

This is where the newspaper ads come in. Under U.S. Department of Labor rules dating back to the era before the worldwide web, employers must post the job for which PERM certification is being sought for 30 days with a state workforce agency and in two successive Sunday newspapers in the job’s location.

This makes for a highly ironic juxtaposition: pages of print ads paid for by tech employers, many of them the same Silicon Valley giants that have helped eviscerate newspaper classifieds and drive down print newspaper circulation to the point that it can be hard even to find a place to buy a paper in many communities.

These columns of ads that are not really looking for applicants underscore the challenges facing American tech workers and the striking disparities in the current immigration landscape. While restaurants, meatpackers and countless other businesses now risk having workers targeted by U.S. Immigration and Customs Enforcement, tech employers have largely escaped Trump administration scrutiny for their use of foreign labor. Among the companies sponsoring many H-1B employees for green cards every year are ones aligned with President Donald Trump, such as Oracle, Palantir and Musk’s Tesla.

But the PERM system also takes a toll on its supposed beneficiaries, the temporary employees seeking permanent residency. Even after their PERM applications are approved, they must typically wait more than 10 years before getting a green card, a long wait even by the standards of the U.S. immigration system. In the interim, it can be hard for them to leave their sponsoring employers, which exposes them to overwork at jobs that often pay less than what their American counterparts receive.

Whichever way you look at it, said Ronil Hira, a Howard University political science professor and research associate at the Economic Policy institute, the PERM process is crying out for reform. As he put it, “Everyone in the industry knows it’s a joke.”

Divi, the manager at Softrams, was quite forthcoming about how PERM works at the 450-person company, whose largest client is the Centers for Medicare and Medicaid Services and which was bought last year by another company, Tria. She told me that Softrams had 69 employees on H-1B visas, had never hired another applicant during the PERM process and had received zero applicants from the latest ads.

I had a much harder time getting through to Sapphire Software Solutions, the company with the mail-drop in Ashburn, whose website states that it’s “a leading provider of IT staffing solutions and services since 2011” and that it also has offices in the Northern California town of Dublin, plus Hyderabad, India. The company’s phone directory offers options for, among others, “recruiting” and “immigration.” When I chose the latter, I reached a man who sounded surprised by the call and said, “Give me some time.” I never heard back from him, so I called back days later and pushed the option for “recruiting.” This time, the person who answered hung up on me. Finally, I picked the option for human resources and reached a woman who told me to send an email. I did, and never heard back.

Fortunately, one can learn a lot about the PERM process from Department of Labor records, which list all of the roughly 90,000 PERM applications submitted every year. The 2024 list shows Sapphire with 51 applications — a striking number for a company that gives its size as 252 employees. The jobs include computer systems analysts offered $96,158, software developers offered $100,240 and web developers offered $128,731. All of the applications were approved by the government, as is true of virtually all applications under the PERM process.

The federal listings don’t list the names of the employees whom the companies are sponsoring for PERM certification, but they do show their nationalities and where they received their degrees. All but one of Sapphire’s 51 were from India; their degrees came from a mix of American institutions (among them the University of South Florida and University of Michigan-Flint) and Indian ones (among them Visvesvaraya Technological University and Periyar University.)

All of the Sapphire applications were advertised in The Washington Post. And all list the same immigration attorney, Soo Park in Ann Arbor, Michigan. I called and asked her about the company’s applications. Sapphire, she said, is “just one of the companies I do.” I inquired about the PERM process, and she demurred, telling me to ask AI instead.

I encountered similar resistance and intrigue when I made the rounds in a different metro area with a burgeoning tech sector: Columbus, Ohio. Here also, several of the job listings in The Columbus Dispatch led to empty or abandoned offices or to buildings that were mail-drops for dozens of companies.

When I sought out Vizion Technologies, which had listed three jobs, I found a single-story office park in Dublin, a suburb of Columbus. Vizion’s office, adjacent to that of a cleaning company, was empty, save for a Keurig machine and some magazines. I called the company’s number and asked the man who answered about the listings. “This is a PERM ad,” he said freely. But, he said, he would consider other applicants. Had any come across the transom? I asked. No, he said. “But you never know.”

After an unilluminating visit to another company, I headed to EDI-Matrix, which had advertised for software programmers. At the company’s small office, I met John Sheppard, a manager. He said the owner, Shafiullah Syed, was for the time being in India, where a quarter of the company’s 40 employees were based, and where 20 of the Ohio-based staff was from. The company, founded in 2008, provides tech support for state government and private-sector clients.

Were the ads in the Dispatch for PERM applicants? I asked. “Probably,” Sheppard said. “Our owner is a big believer in trying to find ways to help people.”

The story of how the PERM system — the full name is Program Electronic Review Management — came to be is a decadeslong tale of, depending on your perspective, misguided assumptions or self-interested machinations. Since the middle of the 20th century, temporary guest-worker programs had been on a separate track from employment-based permanent residency programs. It was difficult for guest workers to apply for permanent residency, a process that had long required employers to prove that they couldn’t find an American worker for the role.

But those separate tracks converged with the 1990 Immigration Act. Bruce Morrison, who helped draft the law as a Connecticut Democrat serving as chair of the House Subcommittee on Immigration and Citizenship, told me that the law’s goal was to constrict the use of temporary labor from abroad.

Previously, employers had been able to hire unlimited numbers of temporary skilled workers under vague language about “distinguished merit and ability.” The 1990 law created a new H-1B category that required a bachelor’s degree, established a cap of 65,000 visas per year and set a minimum wage level. Still, it spared employers from having to prove they couldn’t find U.S. workers for the job in question, on the logic that these were just temps filling a short-term role.

The hope, Morrison said, was to encourage employers to bring in skilled workers via the permanent residency pathway, on the theory that immigrants with green cards would, by being on stronger footing, be less likely to undercut wages for Americans than guest workers did.

Things worked out much differently. The law passed on the cusp of the Internet era as the job market was pushing toward shorter-term employment, especially in the tech world. A rapidly growing middle class in Asia was producing millions of tech workers eager to work in the U.S., especially English-speaking Indians.

And, crucially, the law allowed H-1B holders to apply for permanent residency.

Within just a few years, three-quarters of those applying for employer-based permanent residency were people who were already working for the employer in question, mostly on H-1Bs. Thus was created the backward situation of employers having to prove that they were looking for qualified applicants for a role that they had already filled with the person they were sponsoring. Their recruitment efforts were “perfunctory at best and a sham at worst,” wrote the Department of Labor’s office of inspector general in a scathing 1996 report.

The report found that there had been more than 136,000 applicants for 18,011 PERM openings that it examined, but that only 104 people were hired via advertisements — less than 1% — and those hirings were almost accidental. (The companies kept the foreign workers they were sponsoring, but came across a tiny smattering of qualified Americans, whom they also hired.) “The system is seriously flawed,” the report stated. “The programs are being manipulated and abused.”

In the years that followed, the demand for H-1B visas surged, due partly to the demand for Indian tech workers to assist with the Y2K threat and to the tech-bubble burst prompting companies to seek lower-wage workers. Under pressure from the tech industry, the government raised the cap for several years, as high as 195,000 visas annually, between 2001 and 2003.

This exacerbated a bottleneck already in the making: Tens of thousands of H-1B holders, many from India, were now seeking permanent residency as their visas neared expiration, but under the law, no single nationality could receive more than 7% of the 140,000 employment-based green cards awarded in a given year. Workers who had been approved for permanent residency could remain on extended H-1Bs while they waited for their green card, but this was an unstable limbo that further swelled the ranks of H-1Bs.

In 2005, the Department of Labor tried to address at least one part of the pipeline, the delays in approving employees for permanent residency. It introduced the new PERM process, which allowed employers simply to attest that the position in question was open to U.S. workers, that any who applied were rejected for job-related reasons and that the offered pay was at least the prevailing wage for that role. Employers also had to submit a report describing the recruitment steps taken and the number of U.S. applicants rejected. It was at this point that the print advertising requirement was clarified as two successive Sunday newspapers.

It became quickly apparent how easy it was for employers to game the system. Many advertised completely different positions in the newspaper ads compared to their own websites. Some directed applicants to send resumes to the company’s immigration lawyers rather than to human resources.

A viral video captured the absurdity. At a 2007 panel discussion, an immigration lawyer, Lawrence Lebowitz, laid out the mission in startlingly candid terms: “Our goal here of course is to meet the requirements, No. 1, but also do so as inexpensively as possible, keeping in mind our goal. And our goal is clearly not to find a qualified and interested U.S. worker. In a sense, that sounds funny, but it’s what we’re trying to do here.”

The video caused a flurry of outrage, yet the system has survived to this day, largely unchanged, protected by congressional dysfunction and the interests that are served by the status quo, the tech industry and the immigration law bar.

Advocacy groups representing American tech workers have attacked the system repeatedly, challenging the notion that H-1Bs are bringing in the world’s “best and brightest” by pointing out that the program makes no attempt to identify exceptional talent beyond requiring a bachelor’s degree, relying instead on a lottery to award the visas. The real appeal of H-1Bs for employers, worker advocates say, is that they can pay their holders an average of 10% to 20% less, as several studies have found to be the case, which has helped suppress tech wages more broadly.

Yet the advocacy groups have struggled to mobilize sustained opposition. There was talk during the Obama administration of reforming PERM, but it fizzled amid the failure of broader immigration reform during his second term.

In 2020, the Department of Labor’s inspector general issued another critical report, calling attention to PERM’s vulnerability to abuse. It noted that when the department did full audit reviews of applications, which it did for 16% of them, it wound up rejecting a fifth of them, far more than the mere 3% that were rejected during the standard review. That suggested that many faulty applications were slipping through. “The PERM program relentlessly has employers not complying with the qualifying criteria,” it concluded.

As for the newspaper ad requirement, the report noted with understatement, “Available data indicates newspapers are becoming a less effective means of notifying potential applicants in the U.S. about job opportunities. … U.S. workers are likely to be unaware of these employment opportunities due to the obsolete methods required.”

Since that report, there have been two notable bids for accountability. In December 2020, the Department of Justice filed suit against Facebook, alleging that the company was discriminating against U.S. citizens by routinely reserving jobs for PERM applicants. In a settlement nearly a year later, Facebook, which had denied any discrimination, agreed to pay a civil penalty of $4.75 million, pay up to $9.5 million to eligible victims of the alleged discrimination and conduct more expansive recruitment for slots in PERM applications.

In 2023, the DOJ announced a similar settlement with Apple, which also denied any discriminatory behavior but agreed to pay up to $25 million in back pay and civil penalties, conduct more expansive recruitment, train employees in anti-discrimination requirements and submit to DOJ monitoring for three years.

And yet, the PERM process carries on, with its own ecosystem. One firm, Atlas Advertising, offers the specific service of advertising jobs intended for PERM applicants. “Expertly place your immigration ads in leading newspapers, ensuring compliance and targeted reach for PERM certification,” Atlas urges potential customers.

I searched in vain for defenders of the process — major tech lobby groups either declined to comment or didn’t return my calls. Theresa Cardinal Brown has lobbied on immigration policy for the U.S. Chamber of Commerce and American Immigration Lawyers Association, but she, too, was critical of PERM. “Even if you are trying to sponsor someone who is already on the job, you have to act as if you aren’t,” she said. “Increasingly, this jury-rigged system isn’t working for anyone.”

Among those now decrying the system the most sharply is Morrison, the former Democratic congressman who helped write the 1990 law. In 2017, he told “60 Minutes” that H-1B “has been hijacked as the main highway to bring people from abroad and displace Americans.”

Morrison, who is now a lobbyist, was even more outspoken when I talked with him. He noted the H-1B caps have grown in recent years. The 65,000 cap laid out in 1990 no longer includes the thousands renewed every year, and there are an additional 20,000 visas for people with graduate degrees and 35,000-odd exemptions for universities, nonprofits and research organizations. This adds up to about 120,000 new H-1Bs per year. Meanwhile, the per-country cap for employer-based green cards last year was 11,200. The backlog of workers and family members awaiting green cards, mostly Indians, has swelled to more than 1 million, creating a vast army of what Morrison and others call “indentured” workers who are at the mercy of their employers.

“It’s fair to say that no American has ever gotten a job due to the certification system,” Morrison said. “It doesn’t do what it should do.”

One day, after many more hang-ups on calls to Sapphire Software Solutions, the company with the mail-drop in Ashburn and 51 PERM applications on last year’s Department of Labor list, I finally reached one of their managers, Phani Reddy Gottimukkala.

I asked him whether the company had gotten any responses to its recent ads in The Washington Post. “That will be taken care of by the immigration department,” he said. More broadly, he said the PERM process was working well for the company. “Everything is fine because we have very strong attorneys working for us.”

Doris Burke contributed research.

'Irony': Expert warns Trump is shooting self in foot with war on data

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More children ages 1 to 4 die of drowning than any other cause of death. Nearly a quarter of adults received mental health treatment in 2023, an increase of 3.4 million from the prior year. The number of migrants from Mexico and northern Central American countries stopped by the U.S. Border Patrol was surpassed in 2022 by the number of migrants from other nations.

We know these things because the federal government collects, organizes and shares the data behind them. Every year, year after year, workers in agencies that many of us have never heard of have been amassing the statistics that undergird decision-making at all levels of government and inform the judgments of business leaders, school administrators and medical providers nationwide.

The survival of that data is now in doubt as a result of the Department of Government Efficiency’s comprehensive assault on the federal bureaucracy.

Reaction to those cuts has focused understandably on the hundreds of thousands of civil servants who have lost their jobs, or are on the verge of doing so, and the harm that millions of people could suffer as a result of the shuttering of aid programs. Overlooked amid the turmoil is the fact that many of DOGE’s cuts have been targeted at a very specific aspect of the federal government: its collection and sharing of data.

In agency after agency, the government is losing its capacity to measure how American society is functioning, making it much harder for elected officials or others to gauge the nature and scale of the problems we are facing and the effectiveness of solutions being deployed against them.

The data collection efforts that have been shut down or are at risk of being curtailed are staggering in their breadth. In some cases, datasets from past years now sit orphaned, their caretakers banished and their future uncertain; in others, past data has vanished for the time being, and it’s unclear if and when it will reappear. Here are just a few examples:

The Department of Health and Human Services, now led by Robert F. Kennedy Jr., laid off the 17-person team in charge of the National Survey on Drug Use and Health, which for more than five decades has tracked trends in substance abuse and mental health disorders. The department’s Administration for Children and Families is weeks behind on the annual update of the Adoption and Foster Care Analysis and Reporting System, the nationwide database of child welfare cases, after layoffs effectively wiped out the team that compiles that information. And the department has placed on leave the team that oversees the Pregnancy Risk Assessment Monitoring System, a collection of survey responses from women before and after giving birth that has become a crucial tool in trying to address the country’s disconcertingly high rate of maternal mortality.

The Centers for Disease Control and Prevention has eviscerated divisions that oversee the WISQARS database on accidental deaths and injuries — everything from fatal shootings to poisonings to car accidents — and the team that maintains AtlasPlus, an interactive tool for tracking HIV and other sexually transmitted diseases.

The Environmental Protection Agency is planning to stop requiring oil refineries, power plants and other industrial facilities to measure and report their greenhouse-gas emissions, as they have done since 2010, making it difficult to know whether any of the policies meant to slow climate change and reduce disaster are effective. The EPA has also taken down EJScreen, a mapping tool on its website that allowed people to see how much industrial pollution occurs in their community and how that compares with other places or previous years.

The Office of Homeland Security Statistics has yet to update its monthly tallies on deportations and other indices of immigration enforcement, making it difficult to judge President Donald Trump’s triumphant claims of a crackdown; the last available numbers are from November 2024, in the final months of President Joe Biden’s tenure. (“While we have submitted reports and data files for clearance, the reporting and data file posting are delayed while they are under the new administration’s review,” Jim Scheye, director of operations and reporting in the statistics unit, told ProPublica.)

And, in a particularly concrete example of ceasing to measure, deep cutbacks at the National Weather Service are forcing it to reduce weather balloon launches, which gather a vast repository of second-by-second data on everything from temperature to humidity to atmospheric pressure in order to improve forecasting.

Looked at one way, the war on measurement has an obvious potential motivation: making it harder for critics to gauge fallout resulting from Trump administration layoffs, deregulation or other shifts in policy. In some cases, the data now being jettisoned is geared around concepts or presumptions that the administration fundamentally rejects: EJScreen, for instance, stands for “environmental justice” — the effort to ensure that communities don’t suffer disproportionately from pollution and other environmental harms. (An EPA spokesperson said the agency is “working to diligently implement President Trump’s executive orders, including the ‘Ending Radical and Wasteful Government DEI Programs and Preferencing.’” The spokesperson added: “The EPA will continue to uphold its mission to protect human health and the environment” in Trump’s second term.) The White House press office did not respond to a request for comment.

Laura Lindberg, a Rutgers public health professor, lamented the threatened pregnancy-risk data at the annual conference of the Population Association of America in Washington last week. In an interview, she said the administration’s cancellation of data collection efforts reminded her of recent actions at the state level, such as Florida’s withdrawal in 2022 from the CDC’s Youth Risk Behavior Survey after the state passed its law discouraging classroom discussion of sexual orientation. (The state’s education secretary said the survey was “inflammatory” and “sexualized.”) Discontinuing the survey made it harder to discern whether the law had adverse mental health effects among Florida teens. “States have taken on policies that would harm people and then are saying, ‘We don’t want to collect data about the impact of the policies,’” Lindbergsaid. “Burying your head in the sand is not going to be a way to keep the country healthy.” (HHS did not respond to a request for comment.)

Making the halt on data gathering more confounding, though, is the fact that, in some areas, the information at risk of being lost has been buttressing some of the administration’s own claims. For instance, Trump and Vice President JD Vance have repeatedly cited, as an argument for tougher border enforcement, the past decade’s surge in fentanyl addiction — a trend that has been definitively captured by the national drug use survey that is now imperiled. That survey’s mental health components have also undergirded research on the threat being posed to the nation’s young people by smartphones and social media, which many conservatives have taken up as a cudgel against Big Tech.

Or take education. The administration and its conservative allies have been able to argue that Democratic-led states kept schools closed too long during the pandemic because there was nationwide data — the National Assessment of Educational Progress, aka the Nation’s Report Card — that showed greater drops in student achievement in districts that stayed closed longer. But now NAEP is likely to be reduced in scope as part of crippling layoffs at the Department of Education’s National Center for Education Statistics, which has been slashed from nearly 100 employees to only three, casting into doubt the future not only of NAEP but also of a wide array of long-running longitudinal evaluations and the department’s detailed tallies of nationwide K-12 and higher education enrollment. The department did not respond to a request for comment but released a statement on Thursday saying the next round of NAEP assessments would still be held next year.

Dan Goldhaber, an education researcher at the University of Washington, cast the self- defeating nature of the administration’s war on educational assessment in blunt terms: “The irony here is that if you look at some of the statements around the Department of Education, it’s, ‘We’ve invested X billion in the department and yet achievement has fallen off a cliff.’ But the only reason we know that is because of the NAEP data collection effort!”

Shelly Burns, a mathematical statistician who worked at NCES for about 35 years before her entire team was laid off in March, made a similar point about falling student achievement. “How does the country know that? They know it because we collected it. And we didn’t spin it. We didn’t say, ‘Biden is president, so let’s make it look good,’” she said. “Their new idea about how to make education great again — how will you know if it worked if you don’t have independent data collection?”

“Reality has a well-known liberal bias,” Stephen Colbert liked to quip, and there have been plenty of liberal commentators who have, over the years, taken that drollery at face value, suggesting that the numbers all point one way in the nation’s political debates. In fact, in plenty of areas, they don’t.

It’s worth noting that Project 2025’s lengthy blueprint for the Trump administration makes no explicit recommendation to undo the government’s data-collection efforts. The blueprint is chock full of references to data-based decision-making, and in some areas, such as immigration enforcement, it urges the next administration to collect and share more data than its predecessors had.

But when an administration is making such a concerted effort to stifle assessments of government and society at large, it is hard not to conclude that it lacks confidence in the efficacy of its current national overhaul. As one dataset after another falls by the wayside, the nation’s policymakers are losing their ability to make evidence-based decisions, and the public is losing the ability to hold them accountable for their results. Even if a future administration seeks to resurrect some of the curtailed efforts, the 2025-29 hiatus will make trends harder to identify and understand.

Who knows if the country will be able to rebuild that measurement capacity in the future. For now, the loss is incalculable.

Lawyer who helped Kushners crack down on poor tenants flips to fight big landlords

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The first time I saw Andrew Rabinowitz, it was in April 2017 at Baltimore District Court, where he was representing a property management company owned by the family of Jared Kushner, President Donald Trump’s son-in-law. That day, the company had three cases against tenants at Dutch Village, one of the many large apartment complexes the Kushner Companies owned in the Baltimore area.

One tenant was a Morgan State University student facing struggles typical of residents in the Kushner complexes. She had given notice that she was moving at the end of March, having tired of the perpetually clogged toilet and the ceiling leak in her closet. But when she paid March rent via the automated system tenants had to use, the money somehow ended up with an adjacent Kushner complex, and the company started eviction proceedings — even though she had already signaled her intent to leave a few weeks later.

A sheriff’s deputy changed the locks on her door when she was out of town, preventing her from moving her things out. She got her keys back, but by then she no longer had access to a moving truck. The company was also after her for April’s rent, despite the fact that it had physically barred her from being able to move before April.

In court, Rabinowitz, a 33-year-old in a jacket and tie, spoke to the judge in a polished, even-keeled tone, in contrast to the student, who grew more agitated as the hearing went on. The judge sided with Rabinowitz, ordering the student to pay $471.23 for part of April’s rent.

When I approached Rabinowitz as he was leaving the courthouse, to ask about the company’s aggressive approach, he looked startled. “What’s the article regarding?” he said. “I’m not inclined to give a statement.”

The next day, he was back in court to defend the company against the student’s criminal complaint over the unfounded eviction. This time, he offered a deal: He agreed to let her stay, rent-free, until the end of May to give her time to move out, as long as she paid for April. Afterward, she asked Rabinowitz if he could make sure that the hot water would be turned back on. “I’m just the attorney,” he demurred. (The hot water stayed off.)

The next time I saw Rabinowitz in court was in February, almost eight years later. Kushner’s father-in-law was back in the White House. But Rabinowitz’s situation had changed. He was no longer demanding payment from beleaguered tenants. Instead, he was defending them.

I had learned of his dramatic career shift when I ran into him once in downtown Baltimore. But I needed to see it to believe it. So I tracked him down one midday at the Landlord and Tenant Branch of the District of Columbia Courts, where he now spends his days. As I spotted him, he was in a hallway speaking to a fretful older man who was seeking assistance. “Give me four minutes. Let me just go check and see if I can serve you,” Rabinowitz said, before ducking into the office of his new employer, Rising for Justice, a nonprofit that provides free legal representation to low-income tenants facing eviction.

A moment later, after attending to the man, Rabinowitz came over to say hello. He still wore a tie, but now had long hair to go along with it. He was looking far less anxious than he had when I approached him back at the Baltimore courthouse. In fact, he was positively glowing.

So much has changed in this country and the world since 2017 — much of it, arguably, not for the better. I wanted to know: What had happened with Rabinowitz?

American culture is rife with glamorous depictions of high-stakes, high-paying Big Law firms, from “L.A. Law” to “Michael Clayton” to “Suits.” But there is a humbler realm more typically glimpsed via highway billboards and subway ads. This is the level at which millions of people encounter the justice system, for better or worse.

And this is the corner through which Rabinowitz entered the profession. He grew up in Ellicott City, Maryland, outside Baltimore. His mother was dean of admissions at the University of Maryland School of Nursing; his father was chief of social work at the Armed Forces Retirement Home in Washington. He attended Frostburg State University, in western Maryland. Interested in the law, he spent a couple years as a paralegal before heading to law school at Barry University in Orlando, Florida.

His aspiration was to become a criminal defense attorney, but the job he found after getting his degree was with Barry Glazer, a colorful Baltimore personal injury lawyer known for attention-getting ads. One script went like this: “I am sick and tired of these insurance companies telling you what good neighbors they are and how you’re in such good hands. If your car is totaled and you owe more than it’s worth, they give you the lesser amount and you continue to pay a finance company the difference. Don’t pee on my leg and tell me it’s raining.” Under pressure from the Bar Association, Glazer changed “pee” to “urinate.”

It was an eye-opening experience, the first time Rabinowitz had come into regular contact with people on the lower rungs of the social ladder — people with big problems but unable to afford big firms. He left after a couple years for a small defense practice because he wanted to pursue his original aspiration. This proved disappointing. Criminal law, he found, turned out to be less a stirring quest for justice and more an exercise in squeezing fees out of poor clients in desperate circumstances.

Rabinowitz started looking around again, in 2015, and joined Jeffrey Tapper, whose small firm in the Baltimore suburb of Owings Mills specialized in representing landlords large and small as they pursued tenants.

At first, Rabinowitz liked the work. Despite his natural introversion, he had come to enjoy being in court, in front of a judge. And in this new job, he was in court a lot — as many as 10 hearings per day.

He prided himself on being able to negotiate settlements, getting landlords to accept less than what they believed they were owed and working out payment plans with tenants. This was what he recalled of the case where I had first met him — that he had been able to work out a deal with the college student to give her an extra month to move out of the Kushner unit.

He even gave some tenants his phone number, urging them to call if they ended up falling behind again, so they could work something out before it landed them back in court. He wasn’t really sure what to think when, one day, he heard a judge say to a tenant, “Step into the hallway with Mr. Rabinowitz. He’s the fairest debt collector in town.”

To many people, “fairest debt collector” sounds about as noble as “kindest executioner.” But the label was apt. A couple of times, he appeared opposite Joe Mack, a tenant’s rights attorney whom he had gone to camp with as a kid. Mack recalled Rabinowitz persuading a judge that Mack’s client had failed to provide enough notice before breaking a lease and thus owed the landlord a sizable sum. Making the loss easier to take, Mack said, was that Rabinowitz had been respectful in the courtroom. “I can imagine,” Mack added, “that some other things he was doing might have been rougher.”

My eventual 2017 article laid bare the harsher reality of many of the cases involving the Kushner complexes. The company pursued one woman for several years for about $3,000, eventually having her wages garnished, even though she had received written permission to break her lease. A second woman ended up in court after moving out from a unit with maggots coming out of the living-room carpet and raw sewage flowing out of the kitchen sink. Yet another was pursued for about $4,000 even though she had written permission to move out of a unit with black mold.

After the article appeared, the Maryland attorney general filed suit against the Kushner company, which in 2022 settled with the state for $3.25 million, though the company did not acknowledge wrongdoing. In March, a group of former tenants won class-action status in their own lawsuit against the company. The company, which denied wrongdoing in the class-action case, did not respond to a request for an interview for this article. Over the years, the company has sold most of the properties ProPublica originally reported on.

Back in 2017, a company executive had responded to questions by saying that it had a “fiduciary obligation” to its investment partners to collect as much revenue as possible from tenants, and that its practices in doing so were “consistent with industry standards.”

Rabinowitz offers a similar defense. The Kushner approach was not noticeably different from other big landlords, he said: “They were all the same.” He had no particular feelings for the company itself, and he had never actually met Kushner or any other executives. “They’re so disconnected from the property,” Rabinowitz told me. “It’s just money for them.” But he was protective of his boss, Tapper, who he felt had treated him fairly. (Tapper died last year.)

Rabinowitz himself had not set foot inside the Kushner complexes. The sorts of poor upkeep described in the article did not figure much in the cases, he said. “I know most people wouldn’t want to live in housing like that,” he said, “but I remember driving past those communities and I don’t remember being like, ‘Those were horrible places.’”

He insists he did not regret his years working for the Kushners and other landlords. There was a system in place, and he had played a part in that system. “I honestly felt that if every attorney could have had the same philosophy and treated people fair and put people in the position to take control of their life,” he said, “then debt collectors wouldn’t be such bad people. They’d be assistants to people paying off their debts.”

Still, the article instilled an unease that only grew with time. He was almost always facing off against people who lacked their own attorney, in a state with laws that were unusually favorable to landlords. “It was like a heavyweight sparring featherweights over and over again,” he said. “That’s just not satisfying.”

His longtime partner started to notice that he was agitated on nights before trials; sometimes he’d even mutter things like “objection!” in his sleep. “She could tell my mind was in court, constantly,” he said. To try and escape the burden, he went whitewater kayaking on weekends.

Around this time, his parents were nearing retirement. Accolades poured in from people they had served over the years, at the nursing schools and the retirement home. One man was wheeled in on his hospital bed to thank Rabinowitz’s father. “When I saw all the people who came out, I realized they had so much impact on so many people’s lives,” Rabinowitz said. He paused. “And I’m just putting money into rich people’s pockets.”

Then came the coronavirus pandemic. Maryland suspended evictions in March 2020, and, when the moratorium ended in 2021, it passed a law establishing (and funding) the right to an attorney for any tenant facing eviction.

Rabinowitz saw his chance. He applied for an entry-level opening in the Baltimore County office of Maryland Legal Aid. The organization recognized his experience and urged him to apply to be the supervisor of a staff of 20 in its newly expanded Baltimore City housing office. The job came with a “fairly significant” drop in pay, but he took it.

It wasn’t easy telling Tapper, who had recently offered to make him a partner in the firm before he retired. But Tapper understood. “I went to the enemy, on the one hand,” Rabinowitz said. “On the other hand, he was proud.”

The transition was awkward at first. Rabinowitz and his new colleagues at Legal Aid were occasionally facing off against a former colleague. And he could tell that some of his new colleagues were initially wary. After all, while many lawyers move from public-service roles to private practice, precious few head in the other direction. “People wanted to know if I was for real,” he said.

A few years later, Rabinowitz made his way to Rising for Justice, as director of the organization’s Tenant Justice Program. He now oversees four staff attorneys and a paralegal while supervising about nine law students from Georgetown University and the University of the District of Columbia.

It means a near-daily rail commute from Baltimore. But he likes working in the Washington court, which has such a nonconfrontational vibe that it makes do without bailiffs. The organization’s clients are grateful for the assistance, and he likes that it includes a social-service branch to help people find nonlegal help.

The law students assigned to him were surprised when they learned that their supervisor had once been on the other side. But they said it came in handy, too. “We get very emotional. It’s easy to get frustrated for your clients and wrapped up and involved,” said Savannah Myers, a Georgetown student, “and Drew has the unique perspective to say, ‘OK, well, this is what’s happening on your end, here’s probably what’s happening on the other end and here’s how you can proceed in the best way to help your client within the legal system.’”

One recent day, I watched in court as an older Ethiopian woman faced off against a landlord who was demanding back rent that she owed after having lost her job. The woman, who was using a walker, had an interpreter to assist her but no attorney. She tried to argue that the debt should be lowered because of a broken air conditioner and a problem with vermin in the rental.

After the judge, Sherry Trafford, ordered her to make monthly payments of $2,989 to the landlord, she also gently suggested that she seek out help from Rising for Justice in advance of the next hearing on her case.

“Where are they?” said the woman.

“It’s at the end of this hallway,” said Trafford.

The woman made her way slowly down, and it so happened that the person manning the intake desk at that moment was Andrew Rabinowitz. He welcomed her. “Do you have some court paperwork?” he asked through the interpreter, and then came back with a law student to assist her.

Later, Rabinowitz told me that it was poor housing conditions like the ones the woman was dealing with that were his ultimate goad these days. “That’s what motivates me,” he said. “I want people to have clean housing like mine.” Why had those conditions not registered so much with him back when he was on the other side? “I guess that stuff didn’t really get to me,” he said.

I was struck again by Rabinowitz’s reluctance to judge his earlier self. But there was no obscuring one effect of his new role. “I sleep well,” he said.

'Venmo government': Untested companies handed millions as states expand school vouchers

Last April, West Virginia awarded a nearly $10 million contract to a company called Student First Technologies to manage the state’s Hope Scholarship program, which gives families about $4,900 per child to spend on private-school tuition and homeschooling expenses. The company’s founder, Mark Duran, reacted with delight. “We are very excited to serve your great State,” he wrote.

But problems soon emerged, as reflected in emails obtained by a ProPublica public-information request. Some private schools were so late in receiving their voucher payments from families that they were having trouble meeting payroll. In late August, a state official wrote to Duran with a list of invoices that needed to be paid promptly, including three from a school, Beth Haven Christian in Chauncey, that had “called and indicated they are experiencing significant cash flow issues.” The email continued, “We need to make sure they have their funds early in the day if at all possible.”

The school eventually got its funds. But the episode highlights the challenge that states are facing with their rapidly expanding school-choice programs: making sure the taxpayer money they are allowing families to spend on behalf of their kids is being processed efficiently and properly. To do so, they are relying on a small group of fledgling companies that have seized the opportunity to serve as middlemen for this fast-growing market. The work can be lucrative, but it has also proven so daunting that in several states, the companies that carry it out have ended up losing contracts to their rivals — sometimes less than a year after winning them — as questions arise and audits and lawsuits pile up.

An idea sold on the basis of its simplicity — give parents money to spend on their kids’ education as they see fit — has turned out to be anything but simple in practice. And this complexity comes at a cost: paying companies to run the programs.

There are now a dozen states in the country that offer universal private-school vouchers, making them available to families of any income level. The largest of those programs, in Florida, is now costing taxpayers nearly $3 billion a year, with the programs in Arizona and Ohio each drawing around $1 billion a year from taxpayer funds.

In some of the states, the money comes to parents in the form of “education savings accounts,” which can be used on education-related expenses other than tuition. These programs are especially complex to implement, since some form of oversight is needed to make sure families are spending the money in ways that comply with the rules.

Angling for the task of managing this spending are four companies. The largest is ClassWallet, which is based in Hollywood, Florida. Its founder, Jamie Rosenberg, initially offered its online procurement technology to teachers and administrators to reduce the amount of paperwork involved in school expenditures. But the company has shifted to capitalize on the school-choice market. With backers including Lazard Family Office Partners, a global investment firm, ClassWallet has more than 200 employees and contracts in more than 10 states, among them Florida and Arizona, the latter of which has faced headlines about some parents using state education aid for questionable purchases as the cost of its program has swelled far beyond projections.

The smallest is Student First, based in Bloomington, Indiana, with 14 full-time employees. Both its founder, Duran, and its chief technology officer were educated in alternative settings, including homeschooling and so-called learning pods — kids from multiple families clustered together — and say they view the company as part of the larger cause of promoting school choice. Duran, 30, previously worked for his family’s homebuilding company in northern Michigan, served as lifestyle assistant and boat captain for an executive couple and their family, and helped deliver a yacht on a 4,000-mile journey from northern Michigan to Key Largo, Florida, via Nova Scotia, Canada, and Nantucket, Massachusetts.

The other two companies fall in between in scale. Odyssey, based in lower Manhattan, was founded by Joseph Connor, 37, a former teacher and lawyer who had previously created a company called SchoolHouse, which connected teachers with the learning pods that sprouted up during the pandemic. Odyssey, with about 40 employees, has received investor funding from Andreessen Horowitz and Tusk Venture Partners, among others. It works with Iowa and Wyoming and recently won contracts for the newly expanding voucher programs in Georgia and Louisiana.

The fourth, Merit International, is based in Silicon Valley, and it likewise has considerable venture-capital backing, including from Andreessen Horowitz; its contracts include programs in Ohio and Kansas. The 100-person company also manages payments for government programs outside of education. One of its co-founders, Jacob Orrin, said in an interview that he, too, was drawn to the school-choice business by his background: He struggled in school when he was young, and he says he would have greatly benefited from having had more educational options. “We’re mission-driven — but we make a profit,” he said.

Competition among the companies often gets fierce as they face off in state after state. They dispatch lobbyists to cast aspersions on their rivals with legislators and state officials. They try to influence the legislation creating the voucher programs to tailor them to their company’s offerings. They feed whisper campaigns among parents about problems arising in states where their rivals are in charge.

In Iowa, after Odyssey won that state’s contract in 2023, Student First and an Iowa organization it was partnering with brought a legal challenge, alleging “substantial material misrepresentations” by Odyssey; an administrative judge dismissed the suit.

In Arkansas, the state had selected ClassWallet in 2023 to manage its Education Freedom Accounts, which give families about $7,000 per student. But last spring, the state considered switching to Student First to save money. A lobbyist for ClassWallet paid visits to state legislators, warning them that this was a bad idea. “They sent someone to talk to me,” recalled state Sen. Bart Hester, a Republican from Cave Spring. The lobbyist for ClassWallet explained that the company has three times the number of employees as Student First. “‘There’s no way they can do it,’” the lobbyist said, according to Hester.

Student First won the contract, worth about $15 million over seven years. But by October, state officials had decided to switch back to ClassWallet, saying that Student First had missed deadlines to set up the program, was late in processing payments, and owed the state $563,000 in fees as a result of the delays. “Student First Technologies is proud of our work to empower Arkansas families,” Duran wrote in a response to questions from ProPublica. (Of Student First’s experience in West Virginia, he said the company has been making “month-on-month improvements, and this will never stop.”)

ClassWallet previously became embroiled in difficulties one state over, in Oklahoma. A 2022 investigation by The Frontier and Oklahoma Watch found widespread questionable spending under a program in which Gov. Kevin Stitt, a Republican, provided $18 million in federal pandemic-relief funds for families to use for private-school vouchers or educational materials, to be overseen by ClassWallet. Some used the state aid to buy Christmas trees, gaming consoles, electric fireplaces, outdoor grills, dishwashers, pressure washers, car stereo equipment, coffee makers, exercise gear, smartwatches and at least 548 TVs.

The 2022 article quoted Rosenberg, the ClassWallet CEO, praising the program at a 2020 panel discussion: “They were literally able to deploy $18 million without having to engage any human capital from the government agency, and for it to be almost hands-free and incredibly, incredibly streamlined.” But a subsequent federal audit reported that ClassWallet had blamed Oklahoma for the abuses, saying that the company had offered to limit purchases to items preapproved by the state, but that a teacher who helped arrange the contract — Ryan Walters, now Oklahoma’s education secretary — had declined this option. (Walters did not respond to a request for comment.)

The problems with the program sparked an odd three-way legal fight, with Stitt attempting to sue ClassWallet and Oklahoma’s own attorney general opposing the governor and blaming problems on poor state oversight. (The Stitt administration is still pursuing the case, now using outside lawyers. ClassWallet has said the claims are “wholly without merit.”) The company declined to respond to specific questions, but spokesperson Jason Hart provided a statement saying “ClassWallet is the country’s most trusted citizen digital wallet technology platform.”

In Idaho, ClassWallet had the contract to administer an early-pandemic initiative that evolved into what is now called Empowering Parents, a $30 million state program that gives families up to $3,000 each for supplemental educational expenses. The current system could be a possible prelude to a full voucher program, which is up for debate now in the Legislature. Odyssey won the contract in 2022, for $1.5 million per year. A year later, the state ordered an audit after receiving reports of spending on clothes, TVs, smartwatches and other noneducational items. The audit found that only a tiny sliver of purchases were inappropriate, but it ordered Odyssey to pay back the state for $478,656.22 in interest it had collected from unspent federal funding for the program.

Meanwhile, parents and business owners were reporting other issues with the program under Odyssey’s oversight, as reflected in emails obtained under a Freedom of Information Act request filed by ProPublica. Last February, Tina Stevens, the owner of a music store and academy in Coeur d’Alene that is one of the program’s biggest vendors, wrote to her state senator saying that she had lost $10,000 because families were unable to access their funds to pay for music classes. She also wrote that Odyssey’s requirement to ship all purchases to families was wasting money. “The Odyssey system is rife with more fraud than we ever saw last year and super easy to cheat,” she wrote. Stevens elaborated in an interview, saying that in one instance, she was required to ship a digital piano via a freight truck, at a cost of $423, even though the family it went to had come in person to select it. And it took her 1,000 hours, she said, to build the separate website that Odyssey required vendors to have for the program.

Still, she said, the difficulties had not undermined her support for the program. “Parents and kids need musical products and a lot of kids can’t afford it,” she said. “I’ve had mothers coming in the door crying, saying ‘I never thought I could get a musical instrument, and now my kid can have something I never thought they could have.’”

In September, the director of the Idaho State Board of Education, Joshua Whitworth, wrote to Odyssey’s CEO, Connor, listing problems, including “ongoing customer service concerns,” sales taxes charged in error, and vendors being owed payments since January 2024. Connor replied with a lengthy email defending the company, saying that the company had an above-average customer satisfaction rating in Idaho and paid out the “vast majority” of orders within a week. But days later, Idaho said it was switching back to ClassWallet.

Emails show ClassWallet executives and lobbyists celebrating their victory and collaborating with state officials over how to word the announcement. “The tone of this one was markedly more vicious,” said one of the participants in the Idaho competition, describing the latest round. “It’s like two heavyweights exchanging blows.”

In response to questions about the loss of the Idaho contract and the problems that preceded it, a company spokesperson said, “Odyssey’s bid was undercut on price and the decision to rebid had nothing to do with performance.”

In an interview, Orrin, the Merit co-founder, said the programs’ problems were due partly to states coming under pressure to limit costs and expecting companies to operate them at thin margins. “At a certain level, as states continue to squeeze on these budgets, it will be hard for anyone to deliver successfully,” he said. Some companies were contributing to this by making unrealistically low bids and were then having trouble delivering. “Some of the companies in this space are trying hard to chase the dragon,” he said.

Vanessa Grossl, who worked for ClassWallet before being elected last fall as a Republican state representative in Kentucky, calls the new mode of spending “Venmo government” and predicts it will improve with time. The novelty of the programs has “gotten some of them in trouble,” she said. “But you have to uncover those bugs in any new system. It’s worth the price of innovation and discovery for working through the bugs.”

Meet the man behind Project 2025’s most radical plans

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In January 2023, a group of about 15 people gathered for three days at the Heritage Foundation, the conservative Washington think tank a few blocks from the Capitol. Their aim was ambitious and farsighted: to start building the next Republican administration, two years before a Republican president might again take office.

The group’s leaders originally cast the initiative as candidate-agnostic, intended to assist the 2024 Republican nominee, whoever that might be. But there was no real doubt who the envisioned beneficiary was. The team included several former members of the Trump administration, and the whole effort was geared to address a perceived shortcoming of that White House: its failure to fill enough key government positions with Trump loyalists. So few had expected Trump to win in 2016 that hiring had been left mostly to GOP veterans, who brought in establishment figures and never managed to fill some slots at all, leaving the president exposed to the bureaucratic resistance that his acolytes believe undermined him at every step: the dreaded “deep state.”

They were determined not to let this happen again. This time, Trump would take office with a fully staffed, carefully selected administration ready to roll. Thus the name of this new effort at Heritage, Project 2025. It would consist of four “pillars”: an 887-page policy plan, a database of conservatives willing to serve in the administration, training seminars for potential new appointees on the functions of government and a battle plan for each agency.

In recent months, Project 2025 has gotten attention for some of the more radical proposals in its policy plan — such as reinstating more stringent rules for the use of the abortion pill mifepristone and abolishing some federal agencies. On the campaign trail, President Joe Biden and Vice President Kamala Harris made the project the centerpiece of their case against a Trump restoration. Their attacks were so effective that Trump has publicly disavowed the effort (while selecting a running mate, Ohio Sen. J.D. Vance, who is closely allied with Heritage).

This week, as Project 2025 faced denunciations from the Trump campaign, the project’s director, Paul Dans, stepped down from his role. Trump’s campaign co-managers, Susie Wiles and Chris LaCivita, said in a statement that “reports of Project 2025’s demise would be greatly welcomed, and should serve as notice to anyone or any group trying to misrepresent their influence with President Trump and his campaign — it will not end well for you.” For Dans, it was a sudden end — or at least a pause — in a remarkable ascent from obscurity.

But then again, his resignation was at least partly symbolic: The work of Project 2025 is largely done. Under Dans, the project has assembled a database of more than 10,000 names — job candidates vetted for loyalty to Trump’s cause — who will be ready to deploy into federal agencies should he win the 2024 election. Project 2025 has delivered a toolkit, ready for use, to create a second Trump administration that would be decidedly more MAGA than the first.

The most important pillar of Project 2025 has always been about personnel, not policy. Or rather, the whole effort is animated by the Reagan-era maxim that personnel is policy, that power flows from having the right people in the right jobs. To that end, the plan’s most pertinent proposal is reinstating Schedule F — a provision unveiled near the very end of Trump’s term, then repealed by the Biden administration — which would shift as many as 50,000 career employees in policy-shaping positions into a new job category that would make them much easier to fire.

This was the mission that brought people together at Heritage for those three days, with the task of designing the personnel database that would populate the next administration, all under the supervision of Dans, a tall, broad-shouldered guy with a slow, jut-chinned way of speaking and traces of a Baltimore accent.

Not long ago, Dans, 55, would have seemed an unlikely person for the role. The son of a liberal Johns Hopkins University professor, Dans was a New York lawyer who before Trump’s election had never served in government. For years following that election, he had tried and failed to find a place in the administration, seemingly in spite of a celebrity connection: His wife was a fitness coach for Karlie Kloss, the supermodel sister-in-law of Jared Kushner. Finally, in 2019, Dans got in the door, at the Department of Housing and Urban Development.

Some four years later, here he was, hoping to build the next administration. Dans envisioned the personnel database that he wanted to create as a “conservative LinkedIn.” To help explain it, he displayed sketches he had made. They depicted the online file for a sample applicant — “Betsy Ross.” One page would show her occupation, which of the conservative organizations supporting Project 2025 had suggested her and which agencies she was being considered for. Another would show the findings of an internal review of her application, her progress on the training sessions (one of which Dans called “Deep State 101”) and any “red flags.” Yet another would show additional vetting: a “webcrawl” report; her performance on the Project 2025 questionnaire, which would ask detailed questions about ideological and policy beliefs; and more. The database would allow administration officials to search for candidates of a certain profile to fit a certain role.

This was what Dans wanted the Heritage staffers gathered in the room and the tech engineers they’d contracted from Oracle to build: the engine of Trump 2.0. It would be a personnel machine not only far beyond what the first Trump administration had at its disposal, but beyond what any other administration had enjoyed, either. According to one person in attendance, the database would take several months to build and would cost upward of $2 million. It would reach outside the usual channels to draw in MAGA believers from across the country. And Dans was at the helm. “There was no one who had a better idea of it than he did,” the person in attendance told me. “He was driving the whole thing.”

As the database development progressed in the months that followed, Dans stressed a detail that made it even more far-reaching. He did not want the positions being filled to be limited to the 4,000 or so slots that are reserved for political appointments. He also wanted it to suggest people for roles that are currently assigned to career employees, in keeping with the plans for Schedule F.

Propelling the project has been a worldview that can be easily overlooked amid Trump’s talk about restoring the halcyon days of his first term. The people preparing for his return to the White House emphatically do not view his first term as a success. Rather, they view it as a missed opportunity to implement the MAGA vision. For Dans, Trump’s first term was an object lesson in how difficult it could be to reach Trump’s goals without a captive bureaucracy.

The former president’s supporters are determined that a second Trump administration would be much more organized than the first, stocked with foot soldiers who are both loyal and capable of moving policy forward. Dans declined to be interviewed for this article or to respond on the record to a detailed list of questions, but he has been laying out his thinking in interviews with conservative media outlets. “We’re going to get this done right on the next go-round,” he told Jenny Beth Martin, a co-founder of the Tea Party Patriots, on her podcast last winter. And in essence, that will mean cleaning house, he said. “If a person can’t get in and fire people right away, what good is political management?”

Paul Dans was raised, in the 1970s and ’80s, in a family that embodied liberal idealism. Peter Dans was a professor of medicine who had enlisted in the Public Health Service; started an STD clinic and a migrant health clinic while on faculty at the University of Colorado; and served in the office of Sen. Gaylord Nelson, the Wisconsin Democrat who founded Earth Day. Paul’s mom, Colette Lizotte, was a French teacher who had previously worked as a chemist at the National Institutes of Health.

The family lived in a hilly, verdant stretch north of Baltimore. Paul and his twin brother, Tom, hung out with the other smart kids at Dulaney High School; they played sports and were on the debate team. “Both were very bright kids, very well behaved,” recalled Phil Sporer, who attended school with them from early on. “The Dans boys were everybody’s perfect child.”

The first hints of Dans’ political orientation emerged in college. He went to MIT, where he majored in economics, joined a frat, played on the lacrosse team and, as classmate Juan Latasa told me, stood apart from the “political correctness” that was rising at elite campuses around 1990. “It wasn’t always easy for such students. It was a very liberal place,” Latasa said. “It was tough.”

Dans stayed on at MIT to get his master’s in city planning. His thesis on the redevelopment of industrial parks, like the Brooklyn Navy Yard, showed him still wrestling with competing impulses. There was Reagan-style optimism: “The myriad crises which America must grapple with in coming years pale in magnitude to the nation’s gifted legacy.” But there was also a hint of resigned declinism, with Dans addressing an “age of diminished expectations.”

At the University of Virginia School of Law, which Dans attended next, his transformation became explicit: He joined the campus branch of the Federalist Society, the conservative network founded by law students at Yale and the University of Chicago in the 1980s, and he rose to become chapter president. “I was always attracted with the Federalist Society message about how some daring students stood up at Yale Law School and challenged the hegemony there and really was trying to speak truth to power,” he told hosts Saurabh Sharma and Nick Solheim last year on “Moment of Truth,” a podcast produced by American Moment, a conservative organization now aligned with Project 2025.

Still, Dans left little mark on his law school classmates, perhaps partly because he took a year off to study in Paris. I reached out to a couple dozen of his peers, and an email from a lawyer in Dallas was representative: “I wish I could help but I do not remember any details about Paul Dans.”

Dans’ fixation on the federal bureaucracy began at home. The idealism of the 1960s brought his parents to Washington, where they met while working at the National Institutes of Health. “They had basically come up through the JFK, Kennedy-esque, ‘Ask not what your country can do for you, but what you can do for your country’” era, he told Sharma and Solheim.

Dans didn’t seriously consider following his parents into public service — law school debt precluded that option, he said — but he would ultimately become wrapped up in a debate that had first inspired them. They went to Washington during the federal government’s great post-World War II expansion, when the ranks of career employees began swelling and when more job protections started accruing to them, sparking a decadeslong argument that has carried on to this day. To federal employee unions and other defenders of the bureaucracy, such protections were in the spirit of the Pendleton Act, the 1883 law that created the modern federal workforce, along with mechanisms for employment based on merit. But to many conservative critics, and some good-government liberals, the job protections that federal workers gained in the 1960s undermined the “merit based” nature of the civil service by making it difficult to remove ineffectual workers.

After law school, Dans chose a different meritocracy, joining a wave of young attorneys in the New York corporate legal world in the late ’90s. But Dans stood out. He was much more conservative than most of his colleagues. He prided himself on being one of very few in his Upper West Side building to get the New York Post. He admired Donald Trump for bringing a “can-do spirit back … building on the skyline again.”

Some colleagues kept their distance, but not Julio Ramos, a fellow junior associate at the law firm LeBoeuf, Lamb, Greene & MacRae. Dans kidded Ramos about his lefty politics and regaled him with talk of supply-side economics and Reagan. It was all very civil. “Even though he was from the right,” Ramos told me, “he didn’t have any hatred toward the left.”

Dans left after three years to become an associate at another large firm, Debevoise & Plimpton, and after two years there eventually landed at a less prestigious firm, where his cases included a lawsuit between Yves Saint Laurent’s beauty line and Costco over perfume labeling. By 2009, having not made partner anywhere, and two years into his marriage to Mary Helen Bowers, a former New York City Ballet dancer, Dans went into solo practice.

Dans has criticized the legal field for what he perceives to be anti-conservative discrimination. “We are, as a profession, really getting snowed under right now,” he said on the “Moment of Truth” podcast. “Republicans and conservatives have not stood up in the face of, kind of, cancel culture, and [these] Marxist, Saul Alinsky attacks.”

Even the moment he has often framed as his biggest triumph affirmed Dans’ alienation from liberal lawyers. In 2009, he was one of hundreds of attorneys hired to defend Chevron and its employees against a multibillion-dollar lawsuit for oil pollution in Ecuador. According to the journalist Michael Goldhaber, Dans was hired at $100 an hour — less than 5% of the top rate at Gibson, Dunn & Crutcher, which was leading Chevron’s defense.

As Dans later told Goldhaber, he had an epiphany: While watching the documentary film “Crude,” an exposé of Chevron in Ecuador that was done in collaboration with the plaintiffs’ lead lawyer on the case, Steven Donziger, Dans realized that the outtakes from the film should be subpoenaed, to see if the filmmaker captured any legal malfeasance by Donziger. Dans put the suggestion in a memo.

As it turned out, the subpoenaed outtakes did prove to be damning. Chevron sued Donziger in U.S. federal court, ultimately resulting in a ruling that the company did not have to pay the $9.5 billion judgment. Dans took full credit: “I came up with a theory that we could get documentary film outtakes, basically caught them doing their nefarious acts on video,” he told Martin on her podcast.

According to other lawyers on the case, the story is more complicated: Although Dans wrote a memo suggesting the outtakes be targeted, others started the push for subpoenas — and came up with the necessary legal basis for seeking the crucial outtakes — independently of Dans raising the idea.

When the Chevron case was over, Dans was back on his own, handling motley litigation, including a patent fight between two manufacturers of sheet-pile wall systems and a class action against Frito-Lay regarding its claims that some of its products were made with all-natural ingredients. The address for Dans’ solo practice was a mail drop at the New York City Bar Association.

Toward the end of the aughts, as President Barack Obama’s first term wore on, Dans’ conservatism began to take on a new shape. He spent a lot of time online. “I’m one of the people sitting at his kitchen counter, you know, on the bench there, on the stool kind of going, How can that be? That’s crazy,” he told Martin. “You’re clicking … you know, refreshing the Drudge Report like 100 times a day.”

One thing he clicked on was Trump’s conspiracist claims about Obama’s origins: “I had some serious academic questioning about the birthplace of a former president, if you will,” he told Sharma and Solheim. Dans got excited when rumors spread in 2011 that Trump would be going to New Hampshire to announce a run for president. Alas, it didn’t happen.

Early in the 2016 primary season, Dans attended a dinner of the steering committee for the New York City Lawyers Chapter of the Federalist Society. As he later recalled to Sharma and Solheim, someone asked whom people were supporting for president, and around the table it went: “I like Jeb.” “I like Marco.” “I like Jeb.”

Dans watched in bewilderment. Here were all these New York Republicans, and no one had yet mentioned the man who lived a few blocks away, who had decided to run for president this time. Finally, it was Dans’ turn. “Well, I like Trump, and I think he’s going to win,” he later told Sharma and Solheim. “I like him because I’m sick of losing.”

That fall, Dans headed to the Pittsburgh area to volunteer for Trump. He had worked on other campaigns, but none had ever felt like this. “There was no passion,” he told Sharma and Solheim. “We were hungry for a candidate who could really speak to Americans. … Donald Trump delivered.”

Trump’s appeal to Dans verged on the tribal: He came to see himself as “a pure-blooded deplorable mix,” as he told Sharma and Solheim, citing the working-class, ethnic Catholic roots of his ancestors — his paternal grandfather was born to Spanish immigrant parents and had been a merchant mariner, and his mother hailed from French Canadian mill workers in Rhode Island. Never mind that his father was a medical professor who had raised Dans in an affluent suburb.

When Trump won, Dans eagerly sent off his resume. “Next stop, you know, Department of Justice, right?” he said to Martin years later, recalling his confidence. But no. As he also told Sharma and Solheim, the response was “crickets.”

His explanation? He was too MAGA. “There were so many people getting sandbagged because somebody thought that they were too ‘America First’-y or too Trumpist,” he told Martin. He was advised to instead slip in “under the radar” as “just your milquetoast Republican appointee.” Watching his accounts of this disappointment, it’s hard not to feel some sympathy for Dans, whose affect in interviews can come off as both genial and awkward, like the chatty, perhaps too chatty, guy at the airport bar.

Finally, late in 2018, Dans came to Washington for a Federalist Society meeting and connected with James Bacon, a college student who was working as confidential assistant to Housing and Urban Development Secretary Ben Carson. With Bacon’s help, and with the benefit of his master’s in city planning, Dans finally broke in, in July 2019, as a senior adviser in HUD’s Office of Community Planning and Development.

Career staff at HUD didn’t know what to make of Dans. “We tried to figure out what his role was,” one of them told me, speaking on the condition of anonymity for fear of retribution. “He kind of wandered in,” the career employee said. “He was fairly disdainful of the career staff and did not have a lot of respect for why things were the way they were.” For Dans, his arrival was a “real baptism” in how the government actually works. “You don’t realize that the federal government is just an avalanche of money shooting out of various agencies,” he told Sharma and Solheim. “It’s trying to tame this spew of money and direct in the right way, is what you’re doing when you get to an agency.”

As Dans saw it, the career employees were the problem. They were biased against conservatives, and they disregarded changes sought by the duly elected administration. Dans also blamed fellow appointees, too many of whom were clueless about the actual work and thus willing to cede decision-making to career employees. “You came and you went to cocktail parties, and you had your birthday cakes around the office and, you know, maybe a couple of ribbon cuttings, and you got to go on a little international junket,” he told Sharma and Solheim. “And meanwhile, everything else is kind of going at the same level.”

By late 2019, the White House was coming to share Dans’ diagnosis. James Sherk, then a special assistant on the Domestic Policy Council, began compiling purported examples of what they viewed as deep-state obstinacy that Trump should have been able to discipline with dismissals, including anonymous reports about Environmental Protection Agency employees withholding information about legal cases from political appointees and about Department of Justice lawyers refusing to investigate discrimination against Asian Americans at Yale.

The ultimate example of perceived perfidy came in December 2019, when the House used the testimony of federal employees to approve two articles of impeachment against Trump: for using the levers of powers to pressure Ukraine into discrediting Biden and for obstructing Congress. This gave Trump and his remaining White House coterie new resolve to take more control of hiring.

Trump turned the Presidential Personnel Office over to John McEntee, his 29-year-old former personal assistant who had left the White House in 2018 after a background check found that he posed a security risk due to his frequent gambling. (McEntee, now an adviser for Project 2025, has declined to comment about the background check in the past.) McEntee recruited Bacon, the college student, to assist him in overhauling personnel, and, looking for someone to join in the effort, they settled on Paul Dans. The person who had barely made it into the administration had impressed them with his critiques of the status quo.

In February 2020, the White House installed Dans at Office of Personnel Management as “White House liaison and senior adviser to the director” — its eyes and ears there.

Dans, encouraged by McEntee, wasted no time. He quickly ordered the removal of the agency’s chief of staff, Jonathan Blyth, and asserted so much authority across the agency that its director, Dale Cabaniss, who had spent years as a Republican staff member in the Senate, decided to leave as well. Cabaniss was replaced by an interim director, Michael Rigas, but people at the agency told me that Dans was the de facto director for the remainder of the year; late in 2020, he was named chief of staff. (Rigas and Blyth did not respond to requests for comment; Cabaniss declined to comment on the record.) So total was the takeover of the personnel process that Dans’ colleagues took to referring to him, McEntee and their allies as “the coup group.”

One of Dans’ first assertions of authority came at a senior staff meeting after Cabaniss’ departure, amid the onset of the coronavirus pandemic. According to another Trump appointee, some 20 people were present in the conference room at OPM’s headquarters near the National Mall when the agency’s then-chief information officer, Clare Martorana, said that, like most other agencies, it would use Zoom for online meetings.

Dans erupted, declaring that Zoom, which was founded by a Chinese immigrant to the U.S., posed the risk of spying by China. Martorana took in his outburst with “a combination of anger, amusement and just dumbstruck awe,” the Trump appointee recalled. She then tried to explain that Zoom was on the government’s approved list of vendors and that many other agencies were using it. This did not mollify Dans.

As 2020 went on, Dans’ colleagues became accustomed to his insistent demands, which, coupled with his large frame, could make him an intimidating presence. Dans wanted to hire as many appointees as possible in the final year of Trump’s term in office, and he wanted the agency’s processes to move faster. “He would just throw bombs into senior staff meetings,” said the appointee, who spoke on the condition of anonymity for fear of retribution, “and they would say: ‘What are we supposed to do with this? He can’t be serious with this.’”

In October 2020, less than two weeks before the election, Trump signed an executive order creating Schedule F, the new category of career employees in key positions who would now be easier to remove.

Over at OPM, Dans was busy with a related effort, seeking to recategorize positions in the Senior Executive Service — higher-ranking managerial slots across the government that are mostly filled with career employees — into a general category that would allow the president to appoint more of them. He was also engaged in another aspect of the administration’s new emphasis on personnel: making sure that OPM appointees answered long ideological questionnaires and met for interviews with staffers to assess their fitness for staying on in a second Trump term.

Those who dealt with Dans at OPM told me that they tried to respond to his demands as best they could, but that he often grew agitated when told that OPM did not have the ability to do what he wanted. He seemed to take such explanations as a personal affront. “He questioned everything from the point of view that there was a conspiracy against him and the president,” the appointee said.

Colleagues chalked up his outbursts to insecurity born of his not understanding how the government worked and being broadly out of his depth. “He reminded me of some of the people who show up at Republican conventions,” said a second Republican appointee at the agency, who, like the first, spoke on the condition of anonymity for fear of retribution. “Those people usually show up and then go home. They show up and are vocal, but they’re not like, ‘Now I’m going to go do the boring work of the sausage-making of government.’”

Donald Devine, who led OPM during the Reagan administration and whom the Trump administration had brought on as an adviser during this period, scoffs at such critiques. “If you do anything, people aren’t going to like it, and that’s why he’s so different,” Devine told me. “Most of the other people in the executive office of OPM weren’t doing much, so people didn’t care about them. He’s a serious person trying to do a serious job. You don’t see a lot of that, and that’s why I like him so much.”

Dans’ only problem, Devine said, was that he ran out of time. “The major things were going to be done the next term,” he said. “It was too late to do anything before they figured out how to run personnel.”

After the election, Dans stayed hard at work at OPM, even as other appointees started to vanish in the final weeks of the Trump administration. Since then, Dans has criticized prosecutions of those involved in the Jan. 6 attack on the Capitol. “The unfortunate thing is it does send a message to people that you shouldn’t criticize the government,” he said in a C-SPAN interview last year.

A year and a half after arriving in Washington, Dans left for his new home in South Carolina, near his wife’s hometown of Charlotte, North Carolina, while she was expecting their fourth child. “I went home kind of in this Cincinnatus sort of spirit: return to the farm. Our farm being in Fort Mill, South Carolina, in a subdivision,” he quipped to Sharma and Solheim.

But then he turned serious: “We’re ‘God, country and family.’ And now is the time to go put a little more emphasis on the God and family part of that. But we’ll be back for the country thing.”

With the 2024 election approaching, with Trump leading Biden and then Harris in most national polls and with Dans’ vision of reshaping the bureaucracy heavily influencing the Trump campaign, it finally seemed like Dans’ moment might actually be arriving. On Tuesday’s episode of the “War Room” podcast — founded by former Trump strategist Steve Bannon, who is now in prison — Dans sometimes sounded triumphant. “In order to take this back, the swamp isn’t going to drain itself,” he said. “We need outsiders coming in committed to doing this. … With Project 2025, we built a pathway to encourage folks to do this.”

But in that same “War Room” episode on Tuesday, Dans decried the “great disinformation campaign” underway against Project 2025, “almost a hoax.” He listed some of the mistruths that Democrats had voiced about the project’s proposals, including a claim by Harris that it would eliminate Social Security. “Just completely fallacious stuff,” he said. “It’s just one big bald-faced lie.”

It was plain that he was taking the attacks very personally, and with good reason. The Democrats’ campaign to turn Project 2025 into an albatross around Trump’s neck was succeeding, to the point where some sort of dramatic break was needed. Just hours after that episode aired came word that Dans would be stepping down. “We are extremely grateful for [Dans’] and everyone’s work on Project 2025 and dedication to saving America,” Heritage President Kevin Roberts said.

In a note to Heritage staff, obtained by The Wall Street Journal, Dans himself suggested that his mission was, essentially, complete. “The work of this project was due to wrap up with the nominating conventions of the political parties,” he wrote. “Our work is presently winding down, and I plan later in August to leave Heritage.”

It was face-saving, but it was also largely true. The database was built; the training seminars had been taught. This time, the foot soldiers were ready to go, just waiting to be called on. “From the president’s lips to God’s ears that change is going to happen? It really happens below” the president, Dans said on “War Room.” “That’s the importance of recognizing: Personnel is really the cornerstone of the change.”

Disavowals or not, the logic of Project 2025 is embedded in the DNA of Trump’s plan to overhaul the government. Reinstating Schedule F is still a top-level agenda item. Jacqueline Simon, the public policy director of the American Federation of Government Employees, told me that the agencies could end up defining the new employment category so broadly that it could encompass far more than 50,000 positions. “It will be a purge,” she said.

Donald Moynihan, a public policy professor at Georgetown University, does not expect Trump to fire tens of thousands. Jettisoning just a couple of thousand, to make an example of them, may be enough. “They can fire 1,000 and put their heads on pikes, and then everyone else quickly falls into line,” he told me. “That way you have a terrified bureaucracy that still has institutional knowledge. That’s the more strategic way to use Schedule F, to scare the bejesus out of 49,000 people and force them into line.” Sherk, the author of Schedule F, suggested as much to me. “The notion we’re going to can 50,000 people is just insane,” he said. “Why would you do that? That would kneecap the ability to implement your agenda. You use it to go after bad actors and rank incompetents.”

That would still leave the challenge of finding people to fill the 4,000 slots for appointees and however many hundreds or thousands of openings are created by firings. Many Republicans who served in the first Trump administration are leery of serving in a second. “The last administration was a joke, and they had a real problem recruiting,” a Washington attorney who served in the George W. Bush administration, and who spoke on the condition of anonymity for fear of retribution against his firm, told me. “Who the hell would jump into this clown car driving toward a cliff? Are people going to come forward, quality people? Not a fucking chance.”

This was precisely Dans’ mission with Project 2025: to find a whole new corps of people willing to come to the capital and do the work of implementing the Trump agenda that the usual D.C. fixtures refuse to do. How many will be suited to the task? “We have to recruit the talent to get to Washington,” Dans told Martin. “Ultimately, what Project 2025 is is a call to action for patriots to come serve in Washington.”

Will Dans himself be among that number? As Devine sees it, Dans’ current defenestration is political, and temporary. “Paul is too bright and intelligent not to,” he said. “They’ll pick him up somewhere.” Devine said that he’s spoken with Dans since his decision to resign. “He’s doing well,” Devine said. “He’s ready to go on to fight. The memorandum he sent [to Heritage colleagues] ends with that: ‘Fight! Fight! Fight!’” Dans still sees himself as a field general for a new class of Trump bureaucrats, one that will come to power if Trump wins, whether the effort is called Project 2025 or not.

There is a paradox at the core of this. Dans was never looking for the proverbial farmers with pitchforks, because he is aware of how complex the work of the federal government is. Dans was looking for people who are both angry enough about the state of the country to want to commit four years to serving Donald Trump in Washington to fix it, and yet sufficiently versed in the mechanisms of government to be able to restrain it. “We need many more eyes and ears, many more technicians on the ground,” he told Sharma and Solheim.

It is idealistic, in its way, the conception of an aggrieved, underappreciated elite that is ready to be summoned to Washington. It sounds a lot like, well, Paul Dans. The question is, how many others like him have been out there all along, just waiting for this?

Doris Burke contributed research.

'We’re huge in learning loss!' Inside the race to cash in on the post-pandemic education crisis

For the nation’s schoolchildren, the data on pandemic learning loss is relentlessly bleak, with education researchers and economists warning that, unless dramatic action is taken, students will suffer a lifelong drop in income as a result of lagging achievement. “This cohort of students is going to be punished throughout their lifetime,” noted Eric Hanushek, the Stanford economist who did the income study, in ProPublica’s recent examination of the struggle to make up for what students missed out on during the era of remote learning.

For the burgeoning education technology sector, however, the crisis has proven a glimmering business opportunity, as a visit to the industry’s annual convention revealed. The federal government has committed $190 billion in pandemic recovery funds to school districts since 2020, and education technology sales people have been eagerly making the case that their products are just what students and teachers need to make up lost ground.

“We’re huge in learning loss,” said Dan DiDesiderio, a Pittsburgh-area account manager for Renaissance Learning, a top seller of educational software and assessments. He was talking up his company’s offerings in the giant exposition hall of the Philadelphia Convention Center, where dozens of other vendors and thousands of educators gathered for three days late last month at the confab of the International Society for Technology in Education. For DiDesiderio, who was a school administrator before joining Renaissance, this meant explaining how schools have been relying on Renaissance products to help students get back on track. “During COVID, we did see an increase across the board,” he said.

Renaissance is far from the only player in the ed tech industry that is benefiting from the surge in federal funding, and the industry enjoyed a huge wave of private funding as the federal tap opened: The annual total of venture capital investments in ed tech companies rose from $5.4 billion to $16.8 billion between 2019 and 2021 before tailing off.

The largest chunk of the federal largess, $122 billion that was included in the American Rescue Plan signed by President Joe Biden in March 2021, requires that schools put at least 20% toward battling learning loss, and companies are making the case that schools should spend the money on their products, in addition to intensive tutoring, extended-day programs and other remedies. “The pandemic has created a once-in-a-lifetime economic opportunity for early stage companies to reach an eager customer base,” declared Anne Lee Skates, a partner at venture capital firm Andreessen Horowitz, in a recent article. (Her firm has invested in ed tech companies.) The federal funds “are the largest one-time infusion of funds in education from the federal government with almost no strings attached.”

Five days before the convention, the National Center for Education Statistics had released the latest devastating numbers: The decline in math scores for 13-year-olds between the 2019-20 and 2022-23 school years was the largest on record, and for the lowest-performing students, reading scores were lower than they were the first time data was collected in 1971.

But the mood was festive in Philadelphia. The educators in attendance, whose conference costs are generally covered by their district’s professional development funds, were excited to try out the new wave of nifty gadgets made possible by the advances in artificial intelligence and virtual reality. “For a lot of us, it’s like coming to Disneyland,” said one teacher from Alabama.

One could also detect the slightly urgent giddiness of a big bash in its final stages. Schools need to spend most of their recovery funds by 2024, and many have already allocated much of that money, meaning that this golden opportunity would soon close. And summer is the main buying season, with the fiscal year starting July 1 and with educators wanting their new tools delivered in time for school to start in the fall.

Hanging over the proceedings was an undeniable irony: The extent of learning loss was closely correlated to the amount of time that students had spent doing remote learning, on a screen, rather than receiving direct instruction, and here companies were offering more screen-based instruction as the remedy. Few of the companies on hand were proposing to replace the classroom experience entirely with virtual instruction, but to the degree that their offerings recalled the year-plus of Zoom school, it could be a bit awkward. “A lot of people don’t like us, because we can do remote-school stuff,” said Michael Linacre, a salesperson for StarBoard Solution, before demonstrating one of the cool things a StarBoard whiteboard could do: He jotted 1+2= with his finger and up popped 3. “There’s a mixed feeling about that now.”

Most of the vendors were not about to let that awkwardness get in their way, though, as they cajoled teachers to listen to their pitch, often with the lure of free swag.

“I love the shirt — I’m a huge ’N Sync fan,” said a library technology specialist from a New Jersey elementary school at the booth for BrainPOP, a group of educational animation websites whose display included a T-shirt that nodded to the 1990s boy band. The vendor praised the teacher for getting the reference — the union guys setting up the expo had totally missed it, he said — and told her that all one had to do to get one of the shirts was attend one of several pitch sessions during the day. “Students who use BrainPOP two or more times a month show measurable gains toward grade-level proficiency,” asserted a large poster listing the various sessions.

Nearby, a Microsoft salesperson named Mike had a full audience sitting on white settees arrayed in his zone as he launched into his demonstration of the company’s new AI tools for helping kids learn to read aloud. He showed how a program called Reading Coach captured video of a student reading a passage aloud and flagged mispronunciations, with an automated voice declaring, “These words were the most challenging for you.” There were even more features in the offing, Mike said; the program would soon produce comprehension questions to ask about whatever passage the teacher gave the students to read, and it would soon be able to gauge students’ level of expressiveness, too.

One might wonder what all this would leave to the actual teacher, but Mike assured the audience that Reading Coach would simply allow educators to focus on other tasks. “It’s a time saver,” he said.

In fact, education technology is replacing teachers in another sense: A large share of the vendors on hand were themselves former educators who had left the classroom for jobs with tech companies, where they could still feel like they were involved in education, but without the stresses of the classroom and often with higher pay. One former first grade teacher who had made this transition herself two years ago said she had seen the trend accelerate among her colleagues during the pandemic, when the challenges of juggling hybrid online and in-person instruction and managing students who were struggling with learning loss and delayed socialization had made jobs in ed tech seem especially alluring.

Remote learning “flipped the field on its head,” she said. “We were getting a lot more responsibilities than before, a lot more hours, a lot more stress.” At the first of the two ed tech companies she has worked for, she said, “almost everyone was an ex-teacher hired the past couple years. Ed tech is a good space for teachers to go to: It’s a corporate job, but they respect the skills that teachers have.”

Knowing that the ed tech sector was not only seeking a large share of federal recovery funds for schools but also playing a role in the teacher shortage gave the proceedings an extra edge. The profusion of inventively named vendors was overwhelming: Beanstack, Impero, Bluum, Archangel, Teq, Ozobot, Nuiteq, Vivacity, Figma. Kami and Hāpara sounded more like Ikea furniture, but no, they were here, too.

Among the rookie attendees wandering the hall was Joseph Tey, a Stanford computer science major. He was there with a classmate to ask teachers how they felt about the rise of AI. Were they worried about students cheating? Were they going to incorporate AI into their instruction? “Tech adoption in education is tough,” Tey said. “Do you adopt something only when the fire is under your ass? COVID was one fire. This is another fire.”

The COVID-19 fire had been great for one vendor, Wakelet, a website that allows users to pull together videos, images and text files into a single webpage, for use by individuals who want to to promote a resume or body of work or by teachers seeking to present information on a given subject. Its use by teachers had boomed during remote learning, said co-founder Rick Butterworth. “The pandemic was really a benefit for us because we had so many users who came on board,” he said. “2020 was an interesting year for us.” The site has been free to use, with the company funded for several years by angel investors, he said, but it was now about to start offering tiered paid plans for schools, ranging up to $6,000 per year. Among the features available to paying customers: “bespoke professional development.”

Across the aisle, a vendor named Whitney, a former elementary school librarian, was corralling passersby for her next pitch session for MackinMaker. “Have a seat! We’re about to have a demo. It’s really fun. Just fill out the card for the giveaway.” The giveaways were T-shirts that were waiting on each chair.

“It’s all about the giveaway,” said one teacher, with gentle sarcasm, as she took her seat.

Whitney gave her pitch for MackinMaker’s online e-book marketplace. After she was done, her colleague Ethan told the teachers, “If you need a different size T-shirt, let us know.”

Luring teachers into pitches was easiest at the various sellers of virtual reality headsets, some of which had long lines of educators waiting their turn. I tried a headset from ClassVR that was playing virtual reality programs from Eduverse. The first scene was a pastoral landscape of fields and stone walls whose context was unclear until the vendor explained that it was a scene from the Civil War. She clicked over to another of Eduverse’s 500-odd options, this one featuring men building railroads in the 19th century, where I accidentally got myself hit in the head, virtually, by a sledgehammer.

Schools could buy eight of the headsets for $4,299, or 30 for $16,999, the vendor said. Sales in recent years had been “amazing, in terms of rapid growth.”

The afternoon of the convention’s opening day was wearing on, and the conference tote bags were already getting overstuffed with all the free swag. Conveniently, Kahoot (an Oslo-based operation with the slogan “Make learning awesome”) was giving out tote bags as prizes for those who won in demonstrations of its AI-generated quiz games. I participated in a game with questions about the Fourth of July and was frustrated to accidentally input the wrong answer on my smartphone in response to a question about the size of the U.S. population in 1776. (The correct answer was 2.5 million.)

The Kahoot vendor handed out the three tote bags to the victorious educators, who would have two more days of conventioneering to fill them up. “Did you learn something about Independence Day?” she said.

A few weeks later came a reminder that the stakes for the ed tech sector went far beyond tote bags and T-shirts: Kahoot announced that a group led by Goldman Sachs’ private equity division was buying it for $1.7 billion.

Kushner company agrees to pay at least $3.25 million to settle claims of shoddy apartments and rent abuses

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The property management subsidiary of Jared Kushner’s family real estate company has agreed to pay a $3.25 million fine to the state of Maryland and to reimburse many of the tens of thousands of tenants in the Kushners’ Baltimore-area apartment complexes for excessive fees and for rent they were forced to pay over the past decade despite serious maintenance problems in the units.

The agreement represents the settlement of a 2019 lawsuit brought against the subsidiary, Westminster Management, by the Maryland attorney general. The state alleged that the company’s “unfair or deceptive” rental practices violated Maryland’s consumer protection laws and “victimized” people, “many of whom are financially vulnerable, at all stages of offering and leasing.”

“This is a case in which landlords deceived and cheated tenants and subjected them to miserable living conditions,” said Attorney General Brian Frosh, a Democrat, at a press conference announcing the settlement Friday morning in Baltimore. “These were not wealthy people. Many struggled to pay the rent, to put food on the table, to take care of their kids, to keep everybody healthy, and Westminster used its vastly superior economic power to take advantage of them.”

Kushner Companies, which has since sold off most of the complexes, did not respond to requests for comment, but in a statement to the Baltimore Banner, it said: “Westminster is pleased to have settled this litigation with no admission of liability or wrongdoing. We look forward to moving past this matter so that we can focus on our ever-expanding real estate portfolio.”

Frosh took issue with that characterization. “You don’t pay three million two hundred and fifty thousand bucks if you’re not liable,” he said. “They may not have formally signed a piece of paper saying that they did it, but they did.”

The state lawsuit followed on the heels of a May 2017 article co-published by ProPublica and The New York Times Magazine describing the Kushner Companies’ highly litigious treatment of tenants at the apartment complexes it started buying in the Baltimore suburbs in 2012. The 17 complexes contained a total of about 9,000 units and provided a strong cash-flow ballast for a real estate company better known for trophy properties in New York.

The article reported that the company had brought hundreds of cases against current and former tenants over unpaid rent and broken leases, including people who had moved out of the complexes before the Kushner Companies even purchased them. The company also pursued tenants who possessed evidence that they did not owe the money claimed, with all manner of court and late fees piling on top of the original claims.

The article also described the shoddy conditions that many tenants had to contend with at the complexes, including mice, leaky roofs and rampant mold.

At Friday’s press conference, Frosh and two former tenants elaborated on the deplorable conditions. Frosh showed images from squalid units, including one of a large cluster of mushrooms growing beside a toilet. Tiffany Dixon described the floor and wall damage in her family’s unit at a Kushner complex called Commons of White Marsh that she said was caused by a large hole under the kitchen sink of an adjacent unit. Dixon recounted the horrifying discovery, after her kitchen stove stopped working, of mice remains inside the oven. Vaughn Phillips described living in a unit in another complex, Fontana Village, that had water pouring out of the kitchen wall for months “to the point where there was a small pond in my kitchen and living area.” Phillips also said that gas leaked from the unit’s kitchen stove and that “mice that would come out and watch TV with me.”

Frosh displayed one of the many internal company emails that his office obtained during its investigation, showing that officials were well aware of the problems. “We desperately need your help at the Commons of White Marsh with the number of roof leaks that are still occurring due to the damage of the storm that was caused from the storm back in March,” the community manager at the complex wrote to the director of construction at Kushner Companies, in September 2018. “I am receiving at least 30 complaints per day and residents coming [in] and screaming in office. We have a large amount of drywall damage and potential for mold is becoming an issue.”

Before the state’s lawsuit in 2019, a group of tenants filed a class-action lawsuit in late 2017, alleging that the company was improperly inflating payments owed by tenants by charging them late fees that are often unfounded and court fees that are not actually approved by any court. That case made its way to the state Court of Special Appeals in early 2021, but a ruling has not yet been issued. (The Kushner entities have denied wrongdoing in that suit.)

The state case against the company won a major victory in April 2021, when an administrative law judge found that Westminster violated consumer laws in several areas, including by not showing tenants the actual units they were going to be assigned to before signing a lease, and by assessing them a range of “spurious” fees. The ruling came after a 31-day hearing in which about 100 current and former tenants testified.

The company had initially downplayed the lawsuit as a politically motivated stunt to embarrass Kushner, the highly influential son-in-law of then-President Donald Trump. But after the ruling by the administrative law judge, the company entered into negotiations with the state. “It became very clear that they had done wrong and we were not going to let them off the hook,” Frosh said.

Frosh said that the state was looking into whether other large landlords in Maryland have been engaging in practices similar to those employed by Westminster. The Baltimore Banner recently reported that Maryland landlords are far more aggressive in using the courts to threaten eviction as a routine practice for collecting rent than are landlords in other states.

Under the terms of the settlement, Westminster must make an effort to reach all of the estimated 30,000 tenants who resided in its Baltimore-area complexes to alert them that they may submit claims of restitution for rent they were forced to pay despite substandard conditions. Former tenants will be able to start submitting claims in three months and will then have a year to do so. The claims will then be assessed by a special master selected by the company with the approval of the state. Separately, the company will automatically reimburse former tenants for excessive court fees and late fees, based on its records; former tenants will not need to file claims for that restitution.

Westminster may end up paying considerably more than $3.25 million, since there is no limit on the amount of restitution the special master can order. (Of the $3.25 million fine, $800,000 will be treated as a down payment on the restitution.)

The former tenants at the press conference expressed satisfaction with the settlement. “I wasn’t looking for financial gain,” Dixon said. “I was just looking for justice. I was looking for someone to acknowledge the negligence so that other people didn’t have to endure what we did.”

Liberty University continues to generate complaints from disgruntled veterans

When an Army veteran was looking for somewhere to get an online aviation degree a couple of years ago in hopes of becoming a pilot, Liberty University advertised having the speed and flexibility she needed: accelerated eight-week courses with start times throughout the year and 52 affiliated flight schools around the country where she could get the required flight training. She signed up for the program, paying with the GI Bill benefits that have made military veterans such a reliable source of revenue for Liberty and other universities with large online programs.

But when her husband, who was still on active duty, learned he would be transferred from Georgia to Hawaii, she discovered that the lone Liberty flight affiliate on Oahu, George’s Aviation Services in Honolulu, did not offer the accelerated courses Liberty had touted. This meant that it would take her double the time to complete her program, two years rather than one, and would cost U.S. taxpayers more along the way, she stated in a complaint she filed with the Department of Veterans Affairs.

“There was not one time where it was clearly stated that some flight affiliates do not accept students in the accelerated program,” she wrote in her complaint. “I would not have enrolled knowing that I didn’t have the option at every flight affiliate and now I am stuck with having very few courses remaining and an inability to continue in the program.”

The complaint was one of more than a dozen provided in response to a public records request about Liberty that was filed with the Veterans Affairs department’s GI Bill Feedback Tool and shared with ProPublica. In 2018, ProPublica published an investigation of the highly lucrative online operation at Liberty, the evangelical college in Lynchburg, Virginia, founded in 1971 by the Rev. Jerry Falwell. The investigation showed how under the leadership of Falwell’s son, Jerry Falwell Jr., who took over after his father’s death in 2007, Liberty turned its online division into the financial engine of its burgeoning campus and political network, helping drive the university’s net assets from $150 million in 2007 to more than $2.5 billion in 2018.

The article revealed how much Liberty — the second-largest provider of online education after the University of Phoenix — relied on taxpayer funding for tuition revenue: Its students received more than $772 million in total aid from the Department of Education by 2017, plus more than $40 million from the Department of Veterans Affairs. Military veterans are such a big market for Liberty University Online that it has a whole division assigned to them.

And the article described a “steep drop-off in quality from the traditional college to the online courses” that was “openly acknowledged among Liberty faculty.” It showed how the university managed to keep its costs in delivering online courses exceedingly low by relying on low-paid instructors and course designers. This helped explain how Liberty, which is a nonprofit organization, managed to pocket $215 million of net income on nearly $1 billion in revenue in 2016, but it also helped explain why students were filing complaints with Virginia’s higher education oversight agency. It was a couple dozen such complaints, obtained via a public records request, that gave rise to the ProPublica investigation, revealing a much deeper iceberg of concerns about Liberty’s online operation. (In the 2018 article, Falwell Jr. described the university’s financial management as shrewd and defended the quality of its instruction.)

There have been dramatic changes at Liberty since then: In the summer of 2020, Falwell Jr. resigned as president after news reports of extramarital activities involving him and his wife. (He said that his wife had had an affair but that he had not.) Meanwhile, the university community has witnessed the realization of the goal that Falwell cited in championing Donald Trump for president in 2016: the Supreme Court’s overturning of Roe v. Wade.

Throughout all the upheaval, though, complaints about online education have kept coming, as shown by the VA’s records, which were provided to Dahn Shaulis, a higher education blogger who filed a records request for complaints and then shared the agency’s response with ProPublica. Those records do not indicate whether the VA took any action in response to the complaints.

A spokesperson for Liberty said in a statement that the university is “not presently aware of any negative findings” by the VA for any such complaints. “In several circumstances,” the statement continued, “including one referenced, the VA independently determined the student’s complaint to be unfounded and did not request Liberty’s review.” (The spokesperson said the university is legally barred “from disclosing certain specific details about individual students.”) He added that Liberty “has trained hundreds-of-thousands of students and naturally not every student was fully satisfied with their experience, but we are ranked much lower with regard to VA complaints per capita compared to our online competitors.”

Asked about the complaints against Liberty, a VA spokesperson replied with a statement that noted: “VA continues to review and monitor all GI Bill schools’ compliance with applicable statutes and regulations, and when necessary, will take appropriate action and provide GI Bill students, the public, and state or federal partners with timely information and options.” The statement added, “Actions taken in response to a reported issue are not shared on the GI Bill Feedback Tool.”

The woman moving to Hawaii was not the only aggrieved aviation student. Another complaint, filed early this year, alleged a “bait and switch tactic” by Liberty to gain a student’s enrollment. The university offered a course meant to allow a helicopter pilot to transition their skills into an airplane certification, combining that training with prerequisite courses that would together result in a full-tuition load. The transition course required special approval, and the applicant applied for and received it, and then went through the requisite “financial check-in” portal to confirm his payment via the GI Bill.

Only after he’d done all that did it emerge that, according to the complaint, the transition course was in fact nonexistent. But he was signed up for the prerequisite courses, which he would never have bothered to take on his own. After he protested, the university unenrolled him completely from the university, which he took as “retribution.” He asked that the VA “place [Liberty] in a review status where they are forced to administer the program in a more circumspect manner.”

For another veteran, the problems started later in his time at Liberty, when he was just a few credits shy of getting his degree. In May 2021, he suddenly got notice that his financial aid had been suspended because he had supposedly fallen short of Satisfactory Academic Progress standards, even though his GPA was well above the 2.0 given as the minimum necessary on the financial aid website. The university then demanded he pay $2,934 to make up the difference, which he said made it impossible to complete his degree. He was unable to reach anyone to resolve the matter. “I have made several calls to the school and no one has been willing or able to help in getting the information needed to ensure that this issue gets resolved,” he wrote. “I have filed several appeals to this and all have been denied but they have refused to say why or ask for any additional information from me in any way.”

Lack of communication was a recurring theme in the complaints. Another student, entering her last semester in the school of education, had reached out to Liberty early this year to let the school know that due to health problems, she would be unable to act as a student teacher and would need to transfer into a nonlicensure track as a result. But she said she received incorrect information and was placed into the wrong class and from there fell into a morass of delays and unreturned emails, as emails are the only way that the school lets students communicate with the “gate coordinators” who oversee advancement through the education degree program.

“Advising has told me that they are required to answer in 48 hours, but that has never been the case for me,” she wrote. “At this point, I feel like they have taken my money and the money of the VA and are now leaving me high and dry. They do not seem to care that I am going to be unable to graduate and finish my degree after years of work. I have invested countless hours trying to meet their requirements and have faced nothing but misinformation, incorrect information [and] people passing the buck to someone else.” She concluded, “I feel like I have wasted my time and money as well as the money the VA has invested in my education.”

Yet another veteran offered a more systematic criticism this spring. Liberty, his complaint asserted, was failing GI Bill recipients on three levels: The university fails to certify their GI Bill benefits properly, which often creates a welter of unnecessary debts and offsets; it fails to provide proper academic advising, with the consequence that “veterans can get over their heads and fail classes or not be adequately informed about course loads”; and it fails to provide adequate academic support for the online programs, with communications limited mostly to emails. “They do not answer their phones besides the call centers that cannot provide detailed support no matter what,” he wrote.

For another veteran who was seeking a Ph.D. in health science and ended up in a billing dispute with the university, the most confounding part was his sense that Liberty was indifferent to the troubles he was experiencing. “Little do they know this causes undue stress in our lives,” he wrote in his complaint, “but I’m sure they do not care because they are only in it for the money.”

What Philadelphia reveals about America's homicide surge

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Nakisha Billa's son was still a baby when she decided to make their first flight to safety. It was early in 2000 and she and Domonic were living in the North Philadelphia neighborhood of Kensington, which had long suffered some of the highest crime rates in the city. Billa was 22, proud to be living in her own place after having been raised in West Philadelphia mostly by her grandparents, and flush with the novelty of motherhood. “When I found out I was carrying Dom, it was the best thing that had ever happened to me," she said. She liked to kiss his feet, and he liked it, too, so much so that he would stick them out invitingly with a big smile on his face.

One unseasonably warm spring day, she walked with Dom to the store to get something to eat. As they were leaving, a fight broke out on the street, with gunfire all around. “I just froze," she said. “There was nothing I could do but just stand there and hold my baby."

By the time they got safely home, she had resolved to leave the neighborhood. She knew her grandparents would take them in, but she preferred to seek her own path, and so she packed up their belongings and sought assistance at a shelter. “I knew that if I didn't do something for Domonic and me, we would always be dependent on someone," she said.

While bouncing around a succession of subsidized apartments, Billa started working in medical billing. But she wasn't happy with the child care center that Dom was in. So she jumped at the chance of a job where, she was told, she would be allowed to bring him with her: driving a school bus. She studied hard for her commercial driver's license and passed. Every weekday, she would set off with him strapped in the front row of the bus.

In 2005, Billa made yet another move, to Northeast Philadelphia. That swath of the city, an arm extending far up Interstate 95, had a much lower rate of crime and violence than where she was living in North Philadelphia. She wanted a safe environment for her son.

As it happened, even her former neighborhoods in North Philadelphia would grow safer in the years following her move. The decline in violent crime in Philadelphia was not nearly as attention-getting as those in New York City and Los Angeles, but it was impressive in its own right. Between 1990 and 2007, Philadelphia averaged 382 homicides per year. Beginning in 2008 the numbers dropped steadily, and in 2013 and 2014, the city registered fewer than 250 killings each year. The decline coincided with a notable upgrade of the city's prospects: the rejuvenation of Center City, the resumption of population growth. “I believe that there are some people probably still alive today because of many of the things we did back in those days," said Michael Nutter, who served as mayor from 2008 to 2016.

As elsewhere, there was no clear consensus about what was behind the drop in violent crime. Criminologists offered up a string of possible explanations, among them the passing of the crack epidemic, the expansion of police forces in the 1990s, and the reduction of childhood lead exposure in house paint and gasoline.

The debate was largely academic, a friendly argument over a happy story. In recent years, however, the trend started to reverse in Philadelphia and much of the country — first gradually, and then last year sharply. The nationwide homicide rate jumped 25% in 2020, taking it back to where it was in the late 1990s, wiping out two decades' worth of progress. The nationwide rate is still below its highs in the early 1990s, but many cities, including Philadelphia, are near or past their all-time highs. And in many cities, including Philadelphia, this year is on track to be even worse than last year.

This soaring toll, which is heavily concentrated in Black neighborhoods, has brought new urgency to understanding the problem. But the terrible experience of the past year and a half has also offered an opportunity to make sense of what drives gun violence, and how to deter it. The coronavirus pandemic, and the decisions that officials made in response to it, had the effect of undoing or freezing countless public and social services that are believed to have a preventative effect on violence. Removing them, almost simultaneously, created a sort of unintended stress test, revealing how essential they are to preserving social order.

The effect of this withdrawal was layered atop other contributing factors, such as criminal justice reforms in Philadelphia and other cities, and further deterioration of police-community relations in the wake of more high-profile deaths at police hands. Criminologists and city leaders across the country are now scrambling to disentangle these layers of causation as the spike carries on, turning a city such as Philadelphia into a sort of high-stakes laboratory.

Of course, for Philadelphians like Nakisha Billa, the city is not a laboratory. It is her home. The path the city has taken on public safety over the past two decades has been something palpable in her life, shaping it at every turn — and shattering it during the pandemic.

Caterina Roman is wary of easy sound bites. But if she had to explain why violent crime declined for years in Philadelphia, it would boil down to this: Police got better at their job, in large part because they started paying more attention to what worked and what didn't.

Roman is a professor of criminal justice at Temple University in Philadelphia, but before that she worked as a senior researcher at the Urban Institute in Washington, D.C., where she evaluated that city's implementation of a program called “focused deterrence." It is modeled on criminologist David Kennedy's work in Boston, Cincinnati and other cities, in which authorities focus outreach on the small groups of young men deemed most likely to engage in violent crime, inform them that they are watching them closely, and offer them help in seeking alternate directions. In that work, Roman got to know Washington's then-police chief, Charles Ramsey, and discovered how open he was to outside expertise — not the most common trait in a police culture often characterized by parochialism.

In 2007, Philadelphia elected Nutter, a technocratic Black Democrat who put public safety at the heart of his campaign. “I talked about violence and talked about crime. And I talked about how it was ripping out the heart and soul of the city of Philadelphia," he said in an interview for this article. “Too many people were dying in our city."

He named Ramsey as his police commissioner, and together they embarked on a smorgasbord of approaches that had demonstrated success elsewhere. Ramsey ran a pilot program that placed new foot patrols in several dozen areas, with some of Roman's Temple colleagues conducting an evaluation. In South Philadelphia, the city instituted its own version of focused deterrence. In several North Philadelphia neighborhoods, the city encouraged Temple's implementation of a program called Cure Violence, based on the violence-interrupter model, in which residents, often with criminal backgrounds of their own, are trained to serve as monitors and mediators of neighborhood disputes. Every Monday, the police department would send Roman data on the previous week's shootings in those neighborhoods. She would analyze it and share it with the Cure Violence outreach workers. “There was more innovation at that time," Roman said. “And they implemented collaboratively."

The department adopted another approach in those years, too: the stop-and-frisk tactic most closely associated with New York City. In 2009, the year after Nutter and Ramsey took charge, the number of pedestrian stops by police nearly doubled from where it had been in 2007, to more than 250,000. Nutter said the goal was straightforward. “What I wanted was a change in behavior by folks who might normally carry a gun," he said. “It's a very simple theory: You can't shoot somebody if you don't have your gun." Nutter said he wanted habitual gun carriers to think, before they left the house, “I know they're actively stopping people. Maybe I shouldn't carry this gun today because I don't want to get caught."

This approach didn't necessarily require steep sentences for being caught with an illegal gun. In the phrasing of the late criminologist Mark Kleiman, the key to deterrence was that punishment be swift and certain, not that it be severe.

But not everyone was persuaded by Nutter's justification of stop-and-frisk. In 2010, a team of civil rights lawyers brought a lawsuit against the police department, alleging that officers were disproportionately stopping Black and Latino residents. A year later, the department agreed to a consent decree requiring that officers make stops only when they have reasonable suspicion that a suspect is armed, dangerous and engaged in criminal conduct, and that the stops not be based on race or ethnicity.

Even as the police became more restrained in their stops, the city's homicide tally fell to levels not seen in decades. The decrease mirrored what was happening nationally. Notably, the national decline had continued through the Great Recession, confounding the notion that violent crime was driven by economic distress.

Roman remains convinced that the gains in Philadelphia were partly the result of the evidence-based approaches being taken, not least because she saw what happened in the years after those approaches fell away. In 2015, as Nutter's term-limited tenure neared its end, the city elected Jim Kenney, a white Democratic city councilmember who cast himself in a progressive mold similar to New York's new mayor, Bill de Blasio. Ramsey retired in early 2016 and Kenney, who was not nearly as drawn to the public safety issue as Nutter had been, replaced him with a deputy commissioner, Richard Ross Jr.

It was billed as a passing of the baton, but it became clear that Ross saw the department's mission more narrowly, with less appetite for experimentation and academic input. Support for Cure Violence fell away. The focused-deterrence initiative foundered amid a lack of funding and collaboration among agencies and concerns about whether police were being careful enough in how they assembled their list of young men targeted for scrutiny. “There were a lot of issues with focused deterrence. Folks forget that they didn't like it. It wasn't as successful as they remember," said Erica Atwood, senior director of the city government's Office of Policy and Strategic Initiatives for Criminal Justice & Public Safety, who the city made available in response to questions submitted to the mayor's office. “We didn't do the model to fidelity; it got fucked up."

But for Roman, the changes in approach after Nutter and Ramsey left were a reminder of something often overlooked in discussions of the rise and fall in city fortunes: Leaders, and their policies, matter. “These strategies were just phased out with new leadership there," she said.

Billa flourished in her airy house in Northeast Philadelphia, where her household with her then-husband grew to include four more children, three of them adopted. She eventually opened a child care program that she ran alongside her school bus job. But she worried sometimes about what the move to a heavily white part of town had meant for Domonic. At the charter school he attended, he was often singled out for his race, both by teachers and fellow classmates. There were ugly remarks from classmates about his dark skin. During a discussion of city neighborhoods, a teacher put him on the spot, instructing him to tell the class how to get to the heavily Black-populated North Philadelphia.

At times, Billa wondered whether it had been a mistake to move to the safer part of town if it came at the cost of this sort of treatment. “It seemed like I traded one hazard for another," she said.

It got to the point where she transferred Dom to a traditional public high school in 9th grade. Now, instead of taunting, he had to contend with metal detectors and what she said was inferior instruction. She transferred him yet again to an alternative high school, from which he graduated in 2018.

Billa and her then-husband, a detective assigned to the district attorney's office, also made sure to prepare Dom for the risks that young Black men face in encounters with the police. When Domonic drove to his various part-time jobs — Wendy's, Sears, a local factory that makes ice-cream toppings — Billa reminded him to keep his license and registration in the center console, so he wouldn't have to reach for the glove compartment.

During this period, the city experienced another major shift in leadership. In early 2017, the city's district attorney, Seth Williams, was indicted on federal corruption charges. (He later pleaded guilty to bribery and served almost three years in prison.)

Among those running to replace him was an unlikely contender: civil rights attorney Larry Krasner, who had made his name bringing countless cases against the police department. Krasner ran on a revolutionary platform, pledging to overhaul from within a local criminal justice system that had left Philadelphia with some of the highest incarceration rates in the country. “Justice makes you safer," Krasner said in announcing his campaign. “How do we achieve that? Well, number one, we have to decarcerate. We have to get people out of jail."

The local police union, Lodge #5 of the Fraternal Order of Police, rallied against its longtime nemesis, warning that Krasner's reforms would lead to disorder. But the opposition was splintered among a large field of candidates, and Krasner tapped into the rising momentum nationwide for criminal justice reform that had been spurred by the protests over the deaths at police hands of Michael Brown, Eric Garner and others. Krasner won the Democratic primary in May 2017 with 38% of the vote and won again in that fall's general election.

He fired 31 prosecutors in his first week in office, then set about fulfilling his campaign promises. Krasner's office stopped pressing charges for marijuana possession, prostitution and shoplifting; stopped seeking bail for 25 low-level offenses; and slashed the rolls of people under parole and probation supervision.

Prior to Krasner's election, homicides had been rising steadily since their 2013 and 2014 lows, and they continued to rise after it, reaching 353 and 356 in 2018 and 2019. To Roman, this was a worrisome sign that the change in police leadership and strategy was taking a toll. But the police union and other Krasner critics seized on the uptick as vindication, the inevitable outcome of a more lenient approach to prosecution. “He's running his own show here, and it's like a carnival act," union chief John McNesby said on Tucker Carlson's Fox News show in 2019.

Among those standing firmly behind Krasner's reform vision, though, was one of his supporters during the 2017 election: Nakisha Billa. Krasner's message resonated with her, given her own worries about what Domonic and other young Black men might contend with in their encounters with police. “I was very excited when Krasner was elected into office to fill that position, because I knew he was a civil rights attorney," she said. “My heart will go out to those individuals that may not have had enough money for proper representation and fell through the cracks because they didn't have it, for the people that may have sat in prison for $400 bail. So I supported Krasner. I was happy that he got in and I was, you know, just waiting for the changes to occur."

In his 2018 book “Uneasy Peace," sociologist Patrick Sharkey, now at Princeton University, argued that an overlooked reason for the decline in violent crime since the early 1990s was the spread of grassroots organizations that sprang up to address the problem. The effect was quantifiable, he found: In any given city with 100,000 people, he wrote, “every new organization formed to confront violence and build stronger neighborhoods led to about a 1% drop in violent crime and murder."

In Philadelphia, one such group was an organization called YEAH Philly. It was co-founded in 2018 by Kendra Van de Water, a community activist serving on the city's police advisory commission, who was bothered by the lack of youth input into debates around police reform. She started asking teenagers in West Philadelphia what they needed, and this evolved into weekly sessions at various rec centers, often with meals provided.

Among the activities the group organized were dialogues between the teenagers and police patrol officers in West Philadelphia. The teens would often resist at first, but eventually, Van de Water said, “they'd have so much to say, and say that they'd learned so much." And then they would see the same officers around the neighborhood. “We know that the interactions are different when patrol officers and officers in general know people," she said. “So that was our goal, just to improve that relationship and understanding about what goes on as a police officer, and also how young people process different things."

But in March of 2020, the rec centers closed, and YEAH Philly went virtual, along with schools, libraries, churches and seemingly everything else. The organization tried to maintain contact with the teens via FaceTime and Google Hangouts, but it was a challenge. “They want to be seen in person," Van de Water said. “They don't do well logging on and doing all of that. So that was a loss." Meanwhile, she saw the toll that other losses were taking. “When you don't have young people in school, that's a huge thing," she said. “It makes a difference when you don't have any of the rec centers open. That makes a difference. They play basketball. You know, they need these things." As the weather warmed, Philadelphia opened not a single one of its 68 public swimming pools for the summer of 2020.

For the young people in the program, the wholesale shift to a digital existence was deeply unmooring. Tyffani Rudolph, a high school senior, was living with a foster family and depended on her social network at school. All of a sudden, that was gone. “People come to school for an escape, whether it's from the streets or from home," she said. “When the pandemic happened, I felt like I didn't have that support system, when I'm not seeing you every day. I went from going to school to lying in bed all day, getting really depressed, sitting in my room looking at four white walls. It's really draining on a lot of people."

Also feeling adrift was a younger YEAH Philly member, a 14-year-old boy who asked that his name not be used because of his juvenile arrest record. Before the pandemic, he said, he and his friends would often go to the neighborhood library branch after school, or to a YEAH Philly program at a rec center. Now, everything was closed. “COVID hit us hard," he said. “YEAH Philly helped get me out of the house. It was a nice chill environment."

Ten weeks into online learning, the Philadelphia school district reported that 61% of students were logging on in an average day, well short of the average 92% attendance rate from prior years.

The shift to virtual took hold in other realms, too. The parole and probation department curtailed home and office visits (thereby putting on hold all urine testing), and most of the drug treatment programs and other services that parolees and probationers were required to attend closed their doors. Krasner's prosecutors and the public defender's office met in April 2020 to identify 238 nonviolent offenders who could be released from jail to reduce the odds of coronavirus transmission there.

The court system stopped processing new and existing cases almost entirely. Krasner said in an interview with ProPublica that he questioned the extent of the shutdown and unsuccessfully urged the courts to hold more hearings remotely, even if actual trials had to wait for a resumption of in-person proceedings. “I was a little disappointed in the courts' response," he said. “We could have done better and we could have done more."

With most new cases on hold, Krasner was even more motivated to take another step: expanding the list of offenses for which his office would no longer be seeking bail, unless a defendant's record suggested a propensity for violence, in which case the office sought very high bail. Doing otherwise, he said, would have left many defendants sitting in jail for months, at risk of catching the coronavirus. “We make a decision at that point," he said, “where we're no longer just balancing public safety in the sense of keeping people safe from crime, we are balancing public safety in the sense of safety from a potentially fatal disease."

The police also limited their interactions with the public, both because of fears of COVID-19 and because of their reduced staffing levels, as a result of officers testing positive or quarantining after exposure. The department had a new commissioner: Danielle Outlaw, whom Kenney recruited in early 2020 from Portland, Oregon, after Ross resigned. (Ross, who declined to comment, stepped down after being sued by a woman working for the department who claimed that he had disregarded her claims of sexual harassment by another officer because she had ended a two-year affair with Ross.) Outlaw instructed officers to stop making arrests for a slew of crimes, including narcotics offenses, burglary and vehicle theft. Instead, they were instructed only to collect information for a possible later, post-pandemic arrest warrant. From early March through mid-April 2020, vehicle and pedestrian stops in the city's most disadvantaged areas plummeted by more than half.

The rationale for the institutional retreat was plain: the threat of a deadly new virus that would, by year's end, result in 96,000 cases and 2,500 deaths in the city. But, in Philadelphia as elsewhere, the retreat left the small group of young men most likely to engage in or be victim of violence completely on their own at a time when the pandemic was adding new stressors to their lives, said Thomas Abt, who has consulted often with Philadelphia officials over the years on public safety issues and worked on anti-violence programs in the Department of Justice under President Barack Obama. Abt is the author of a 2018 book on urban gun violence, “Bleeding Out." “Everything we know about evidence-based violence interruption says you have to interact directly with the highest-risk individuals," he said. “And that's true for police, but that's also true for all sorts of community services, including but not limited to street outreach. So for all of these individuals who are at the highest risk, all of a sudden, all of those services stop because of the physical distancing mandates."

City Councilmember Kenyatta Johnson, chair of the Special Committee on Gun Violence Prevention, had high hopes about a planned resumption of the focused-deterrence initiative, but the pandemic put that on hold. “You couldn't do face-to-face interactions," he said. His sense of foreboding grew. “We have thousands of young people really not engaged in school, and if you don't have kids in school, you have them where? In the street, doing things that are not positive for the city."

For his part, Domonic Billa was now home more or less around the clock. When the pandemic started, he was 20 and working at Jefferson Torresdale Hospital in Northeast Philadelphia, in the nutrition department. He was popular with his supervisors and co-workers. His mom had gotten used to her son amassing “work moms," chalking it up to his good cheer and good looks. “Everybody wanted to adopt him," she said.

But in April, Domonic Billa decided to quit his job because of the pandemic. His great-grandmother had just died after contracting COVID-19, the first of several people the family knew who would succumb to it. He witnessed COVID deaths at the hospital and started getting nervous about bringing the virus home. “That was a very scary time for us," Nakisha Billa said.

He went on unemployment, and started spending a lot of his time sitting around the house, playing video games. His mother accepted this, given the circumstances. Domonic was not giving her cause for concern; his record was clean but for two traffic tickets in early 2020. Still, she said, “When young people today have nothing to do with their time, it seems like just trouble finds them."

By late May 2020, as public health authorities started to get a better handle on the threat posed by the virus, police stops began rising again in Philadelphia. But on May 25, 1,200 miles away, a white Minneapolis police officer responding to a call about a Black man using a counterfeit bill to buy cigarettes kneeled on the man's neck for nine minutes, killing him.

The video of George Floyd's death was appalling to Joe Sullivan, who spent 38 years with the Philadelphia police department, much of it overseeing the unit that handles large demonstrations, eventually rising to deputy commissioner. He retired from the force in early 2020, after Outlaw's arrival as commissioner. Sullivan could stomach watching the video of Floyd only once, but immediately texted his former colleagues on the force that they needed to see it. “My heart just sank," he said. “I knew right then and there that bad things were going to happen, because it just was so egregious."

The protests in Philadelphia commenced the following Saturday, with hundreds of people gathering at the art museum and City Hall. As the crowds swelled, someone set a police car on fire, and others started breaking into stores near Rittenhouse Square, carrying out clothes and electronics. Mayor Kenney ordered an 8 p.m. curfew; by day's end, more than 100 people had been arrested and more than a dozen officers were injured.

Overnight, action shifted to the 52nd Street commercial strip in a heavily Black section of Southwest Philadelphia. Early on Sunday morning, four people looted a clothing store, and that afternoon and into Monday morning, others emptied a jewelry store and a pharmacy, set fire to a uniform shop and damaged a day care center, a tax-preparation business and a seller of hijabs, among others. It was just a couple of blocks from where Tyffani Rudolph had lived before she entered foster care. “It was heartbreaking to see, because it was my own people doing it," she said. “It was upsetting because it's like we're destroying our own home."

Sullivan, too, watched with dismay, aghast that things unraveled to the point where officers felt the need to take a step he had avoided in many years of crowd control: releasing tear gas. In Philadelphia, protests and looting continued for days, as did the use of tear gas. The police department redeployed officers from across the city to the protests and looting, leaving swaths of the city underpatrolled.

The shift in police focus was immediately discernible in the data: from late May to mid-June last year, police vehicle and pedestrian stops plunged by more than two-thirds. This was driven by more than staffing shifts, said Sullivan. Even officers still on their usual patrols were increasingly opting not to engage with the frequency they had before, which he attributed partly to the firing and arrest of two officers during the protest, one for pepper-spraying protesters on Interstate 676 and another for striking a Temple student in the head with his baton. (Charges were dropped in the first case, and the second officer was later acquitted.) “Officers are saying, 'Man, if they're getting locked up that easily, I don't really want to get involved in this. I've got a mortgage to pay and tuition to pay,'" Sullivan said. “I'm sure that some officers have pulled back."

It was a seeming replay of the dynamic observed in Ferguson, Missouri, following the death of Michael Brown, in Baltimore following the death of Freddie Gray, and in Chicago following the death of Laquan McDonald. In those cities, arrests dropped sharply in the weeks following protests over the deaths. What made this latest iteration so unusual was that it was playing out in cities across the country, not only in the city that had experienced this particular death at police hands, Minneapolis. Some combination of the extremity of the Floyd video and the release of emotions pent up during the lockdowns had elevated the protests into a national event, reproducing nationwide the dynamic seen in Ferguson, Baltimore and Chicago several years earlier.

There is another side to the dynamic, many criminologists agree. In the wake of high-profile deaths at police hands and the often heavy-handed police response to the ensuing protests, community trust in the police plummets. This leaves many people even less likely to report a crime or offer a tip or testify, further depressing case closure rates that were already barely 50% for homicides in Philadelphia, and much lower for nonfatal shootings. “The murder of George Floyd really reactivated this deep sense of mistrust and cynicism in many disadvantaged communities," Abt said. “And when that happens, there's multiple bodies of evidence that suggests that when people don't believe in the system, they don't comply with it and they don't use it."

Instead, they resolve disputes themselves — sometimes with violence.

Whatever qualms Nakisha Billa had about Domonic spending so much of his unemployed time at home playing video games dissipated as she saw what was happening around the city in the weeks after Floyd's death.

Homicides had already been on the rise following the pandemic lockdowns in early March. But in late May and early June, they spiked even higher, with 27 homicides in a two-week stretch between May 25 and June 7. They remained elevated throughout the summer. “We don't want our kids to stay in the house," Billa said. “But the reality is that being out here in these streets, it's no good."

It was not hard to identify one factor facilitating the rise in shootings and homicides: Suddenly, it seemed, guns were everywhere. Police were making fewer stops, but the ones they did make were turning up many more illegal guns than in years past. By year's end, Philadelphia police would make 2,334 arrests for illegal gun possession, up by a third from the year before, which had itself seen a significant increase over the prior four years. A similar dynamic was taking hold in other cities. Put simply, far more people appeared to be deciding that it was in their best interest to carry a gun.

That could be seen as self-preservation, a response to a rise in shootings that in turn would beget more shootings, abetted by the loss of confidence in the police. “There certainly are young men and women carrying guns on the street because they don't believe the police can protect them," said Sullivan, the former deputy commissioner. “They've been led to believe that police won't protect them, and they feel they need to carry guns. And that means more guns on the street."

One could also consider it from the supply perspective: There had been a surge in legal gun sales nationwide early in the pandemic, amid all the apocalyptic talk of food and supply shortages. Some weapons were inevitably making their way onto the black market, via theft or resale. And, in Philadelphia and other cities, many people now had extra means to buy their own guns on the black market. For all the economic stresses caused by pandemic-related job losses, the $1,200-per-person stimulus payments and expanded unemployment benefits of the CARES Act had injected cash into many neighborhoods. An 18-year-old member of YEAH Philly, who also didn't want his name used because of his open criminal cases, said, “Everybody had a lot of money, and everybody started buying guns. When everybody started buying guns, everybody wanted to be tough." Johnson, the councilmember, found this dynamic worrisomely plausible: “The easy access to money, and some people who never had this kind of money before, is playing a role in purchasing guns."

There's also the other side of personal risk calculus: the odds of repercussions for carrying. After all, police were making fewer stops. And even before the pandemic and the Floyd protests, those getting caught with illegal firearms were facing fewer consequences. Krasner's office had launched a diversion program for some defendants, under which those who had purchased firearms legally but lacked the permit to carry them could have their arrests expunged after probation. (The office argued that it was unfair that Philadelphians face more stringent gun rules than residents of other parts of Pennsylvania, as the state requires gun permits for city residents but not for those elsewhere.) And the overall conviction rate for illegal gun possession cases was falling, too. It dropped to 49% in 2019 from more than 60% in the four years before Krasner took office, according to the Philadelphia Inquirer.

Sullivan, the former deputy commissioner, said the lesser repercussions for illegal gun possession sent a message to those deciding whether to carry. “If your buddy goes to court and he [the DA] may drop the felony charge and let him walk out the door on a misdemeanor charge, what do you think he does when he gets back? He tells everyone. We've heard these discussions on prison tapes, prisoners talking about, you know, 'Hey, don't worry about it,'" he said. “I mean, you don't need to hire an expensive private attorney, or a public defender. You got the DA's office."

Krasner ridiculed the notion that young people were being influenced by the outcomes of cases. “This notion that a bunch of young men whose brains are not even fully formed are carefully following crime statistics and they're following the paper and they're never going to rob a bank if somebody gets arrested and convicted for robbing a bank," he said. “Well, guess what? They've been arrested and convicted for robbing banks, and they still rob banks."

Krasner attributed the drop in convictions to a reduced quality in evidence provided by the police. A growing share of the gun seizures were from vehicle stops, and it was more difficult to determine ownership after a vehicle stop with several people in the car than it was for a pedestrian stop. And, he said, many of the stops continued to lack reasonable cause for suspicion — in contravention of the consent decree signed before Krasner arrived — and thus required his office to dismiss them.

But it was not hard to discern a broader ambivalence in his office's approach to gun possession cases — the sense, shared by many in progressive reform circles, that it was unfair to brand Black and Latino young men with a criminal record solely for carrying a firearm, an act that millions of white Americans engage in as a matter of course. “Are we going to replace a war on drugs with a war on guns," Krasner asked the Inquirer, “and are we going to use that as an excuse for mass incarceration?"

This thinking was confounding to Abt, the former Obama Department of Justice official. “Normalizing the illegal possession of weapons is a recipe for disaster," he said. For one thing, this mindset represented a “naive" acceptance of the claim to self-defense, overlooking that the instinct to carry had as much to do with pride and image as with fear of actual attack. “It's important to understand that when you're carrying a weapon, your definition of self-defense expands dramatically," Abt said. “If you've had any contact with young men, particularly young men who are raised in an honor culture where there's the constant threat of victimization, there's defense of your physical self, but there's also a defense of your reputation and of your honor. And so remember that that gun is not going to be used just in terms of physical self-defense. It's going to be used to protect their reputation as well."

The phenomenon was all the more acute because of social media, which seemed to be playing a role in a growing number of shootings. Where once a conflict might subside after words on the street, it now lived online in taunts and threats for all to see. “A lot of the things that we see, the retaliations, the shootings, even just having beef with someone, a lot of it starts from Instagram," said Van de Water, the co-founder of YEAH Philly. “When you had an issue with someone and even if they got into a physical altercation, they used to be able to walk away. But take that to social media, and you're being embarrassed in front of thousands of people."

Krasner said he saw this in the cases that arrived at his door. There were still plenty of shootings based in conventional turf battles over drug territory: Homicides in the Kensington police district that includes a vast open-air drug market nearly doubled from the year prior, to 47. But many other shootings were being fueled by social media quarrels. Young people “were isolated, they were separated, and in many instances were attacking each other on the Internet, and resorting to an almost feudal" mindset, Krasner said. “It's the notion that someone has insulted my honor and therefore I will kill that person."

In early September, the new school year in Philadelphia began with a fully remote schedule, as in many other large cities around the country. Also operating online was Temple University, which meant that Tyffani Rudolph was not going to get to go to actual, in-person college classes to pursue her social work degree there, as she had been looking forward to doing after her virtual high school graduation the previous June. Rudolph had prided herself on being a strong student. She would wake early to get to high school, then head to Temple for some early-college classes in the afternoon, then to her part-time job at TJ Maxx. Now, with everything online, she lacked structure and slept late. “I went from being energized to lazy," she said. “It's like, technically I didn't have to get out of bed, so I'm just going to stay a bit. That's not healthy at all. It's toxic."

As hard as the online learning was for her, she knew it was even harder for the boys and young men who made up the majority of her social circle. “A lot of people, they went to school to escape from their home," she said. “They could have went to school to get loving from their teachers because they couldn't get that at home. I know some of the boys, they used to go talk to the counselor. No matter how they act, they would go talk to the counselor. For them, I know it hit them hard because you don't have a counselor no more."

The consequence of such disengagement was not hard to predict, said Rudolph. “You have free time now," she said. “You have 24/7 out of the day. You are not in school. You don't have to do anything, technically. So it's like, oh, I'm going to go out and do this, I'm going to go out and do that, and it's because they don't have the structure of going to school anymore."

In late October came another shock to the system: Two Philadelphia police officers responded to a call about a domestic disturbance, and one of them shot and killed the 27-year-old mentally ill man at the center of it, Walter Wallace Jr., who was holding a knife. The death prompted another round of protests and looting, and took a further toll on police-community relations. “That man wasn't a threat to you," said Rudolph. “Yes, he had a knife. I'm not saying he was right for having the knife. However, you could have tasered him. You didn't have to shoot him."

All told, as 2020 came to a close, Philadelphia climbed toward an unimaginable figure: 500 homicides. It had reached that figure only once, in 1990, in the midst of the crack epidemic.

As stunning as that historical comparison was, it was hardly more disturbing than numbers for 2020 from elsewhere around the country. Some types of crime declined. It was, after all, harder to burgle houses when more people were at home. But homicides rose 30% on average across a sample of 34 of the nation's largest cities by the Council on Criminal Justice.

Some of the biggest increases were in cities that had experienced high-profile killings by police, such as Minneapolis, where homicides doubled over their average of the previous four years; Louisville, where police officers shot Breonna Taylor and where criminal homicides set a record of 173, far above the previous high of 117; and Atlanta, where a police officer shot Rayshard Brooks after he grabbed his Taser in a Wendy's parking lot, and where homicides jumped from 99 in 2019 to 157, the highest tally in more than two decades. Some of the biggest increases were in other cities with “progressive prosecutors," such as Chicago, whose 780 killings represented an increase of more than 50%, and St. Louis, whose 262 homicides gave the city its highest homicide rate in 50 years.

But there were big increases in other cities, too. Columbus, Ohio, set a new record with 175 homicides; Jackson, Mississippi, did so as well with 130, far above the previous record of 92 in 1995. Even New York, the poster child for the great violent crime decline, saw homicides jump 44% over 2019.

As for Philadelphia, it would end up just one shy of the dreaded 500. Its 499 homicides in 2020 were more than it had in 2013 and 2014 combined.

In the final full week of 2020, Carlos Vega announced that he was challenging Larry Krasner for the Democratic nomination for district attorney. Vega had spent 35 years in the DA's office, mostly handling homicide cases, before becoming one of the 31 prosecutors fired by Krasner. He declared that with the city “crumbling," he would restore a Philadelphia that was “better “ and “safer" without reverting to the excesses of the tough-on-crime era.

The police union not only endorsed Vega, but urged Republican members to switch party affiliation so they could vote in the primary. The union started sending a soft-serve ice cream truck to sit outside Krasner's office. “We are reminding residents about Larry Krasner's soft-on-crime policies that have made Philadelphia unsafe and dangerous," said McNesby, the union president.

It was just the sort of scenario feared by advocates for criminal justice reform: that a sharp rise in violent crime could stir a backlash. Here was the district attorney most closely identified with a new wave of progressive prosecutors contending with a huge homicide surge in the nation's sixth largest city. Krasner parried by noting that homicides were up across the country.

Life remained deeply disrupted well into 2021. The Philadelphia schools were still mostly remote, with only students in kindergarten through second grade allowed back into schools through most of April — the Philadelphia Federation of Teachers had resisted a broader reopening, citing inadequate school ventilation. Also still online were Tyffani Rudolph's classes at Temple. The former A student had failed all her fall classes, and, after continuing to struggle during the winter-spring semester, dropped out.

In Northeast Philadelphia, though, Domonic Billa was ready to reengage, one year into the pandemic. He was weighing two paths to return to work: at Jefferson Torresdale Hospital, where he could train to become a surgical technician, and at the local chapter of the plumbers and pipefitters union, which was looking for apprentices. He had completed a carpentry program and done a lot of work around the house, building a floor for the shed and learning from his mother's new boyfriend how to work on cars. On March 29, he asked his mom to print out his résumé and carpentry certificate and then headed to nearby Philadelphia Mills mall with some friends, to get an outfit from Dickies for work.

By now, Nakisha Billa was driving a bus for the regional transit authority SEPTA, and the mall was on her route. As she pulled up to that stop, she saw cruisers and ambulances clustered on the perimeter, lights flashing.

“What in the world is going on over there?" she asked the last man getting on at the stop.

“Ma'am, somebody just got shot up in there," he answered.

“My gosh," she said. “You've got to be kidding me."

She drove off with a heavy heart, feeling sorry for whatever had happened. SEPTA rules forbade her to look at her phone while she had passengers, but once her bus emptied out, she pulled over and picked her phone up. She saw a long list of red numbers, from calls she had missed, mostly from family members — aunts, cousins. The sight filled her with dread. She started calling numbers on the list.

“Kisha, I'm sorry," said the first person she reached. “I'm so sorry."

“Whoa, what happened?" Billa asked. “What happened?" But the person just kept telling her how sorry she was. Billa hung up and called someone else back, and got the same response.

Finally, she reached her brother, and he said, “Kisha, it's Dom. I'm so sorry. He's down."

“OK, OK, he's down," Billa said. “So just tell me he's OK."

“I can't," her brother said.

She hit the emergency button on the bus and it seemed as if the dispatcher knew why she was alerting them, even before Billa identified herself and her location. “We're sending someone to you now," they said.

A moment later, a SEPTA police officer pulled up in front of the bus in his SUV.

“Did they send you?" she asked him. “Do you know what happened?"

“I don't know," he said. “I just saw the bus pulled over and I was just checking, doing a safety check on you."

“My son," she said.

“What happened?"

She didn't say anything, but something in his face made her think he had made the connection to the news from the mall.

“I'm sorry," he said, and Billa crumpled into him.

On May 12, Larry Krasner and Carlos Vega met for their only televised debate before the May 18 primary. Vega focused his attacks on the soaring gun violence. Police, Vega said, had been “removing guns at record rates, yet there are no consequences."

Krasner countered by noting Vega's backing from the police union, and by attributing the violence to the pandemic. “It's hard to do anything when the courts closed," he said. “You cannot blame prosecutors for a pandemic that shut everything down. We hit a bad patch."

Two weeks earlier, police had announced closure in one recent homicide: They charged Gregory Smith with first-degree murder in the death of Domonic Billa at Philadelphia Mills mall. A video clip from a security camera in the mall's food court shows Billa and several other young men nearing each other, and an altercation breaking out as Billa knocks down a member of the other group. This is followed by gunshots fired off camera, and then people in the video running away. Smith, 21, had two gun-possession arrests on his record in the city, one from 2018 and one from 2019, both of which were still pending in court. (His lawyer did not respond to calls for comment. Smith has not yet entered a plea, according to the docket for his case.)

News of the arrest brought Nakisha Billa only limited consolation. She had taken bereavement leave from her bus-driving job, and was spending her days at home, surrounded by memorials to Domonic: quilts, a portrait, a glass block with his image suspended in it. She sat there revisiting the decisions she had made to bring him to a safer part of the city despite the friction it had caused him at school. “I worked really, really hard in life to get where I am today, to give him the best, to escape the wrath and the ills of the city," she said. “And they still caught up to us, no matter what part of the city we were in."

Like so many grieving mothers before her, she decided to commit herself to the cause of fighting gun violence, to spare other mothers what she was now feeling. She didn't know where to start, but there was a race underway for district attorney that was all about gun violence, so she figured she would start there. She went to campaign events for both candidates and asked questions.

Billa was torn. She found out about the accused shooter's two prior gun possession arrests, and did not understand why he had yet to face any evident consequences, which made her open to Vega's arguments. (The cases had been delayed by the pandemic, like thousands of others: The earlier one was postponed to a July 2021 trial date, and the later one to a status hearing a day later.) “I want the gun violence to stop," she said. “I want the repeat offenders to stop just getting a slap on the wrist."

She was not unsympathetic to the police in the aftermath of Floyd's murder: “It's hard for some of the officers to do their job when they feel like the world is against them," she said. “We need officers. We need the good officers, the officers that are going to protect and serve the rights and respect the rights of people, not the ones that are going to violate them."

But she also still believed in what Krasner was trying to accomplish in reforming the criminal justice system, even if it had been overtaken by the dreadful surge.

Billa made herself a student of the election. Campaign literature and position papers lay strewn across the coffee table in her living room. Even at midday on the day of the primary election in May, she was still struggling with her choices. “There's a lot of things at stake here," she said that day. “I just want to make the right decision."

By late spring, YEAH Philly was finally managing to get kids back together in person. Many of the city's 159 rec centers remained closed, the result of both COVID caution and deep pre-pandemic budget cuts. But the organization had gotten a space of its own, a house in West Philadelphia that it had bought with the help of foundation grants and was renovating to turn into a drop-in center, as well as an adjoining lot where it was hoping one day to open a small grocery, staffed by teens. “This is just going to be a space for young people where they can get their needs met as well," said Van de Water. “So whether it's you got to do your homework, you want to hang out, you want to play video games, you can all come."

Philadelphia high schools remained almost entirely closed to in-person instruction throughout the spring. In early May, the city allowed sixth through ninth graders to return, for a couple of days per week, but left 10th through 12th graders with a fully virtual schedule for the remainder of the school year — a total of 14 months without time in the classroom. This was in contrast to other East Coast cities: New York allowed high school students to return for at least partial in-person instruction in March, and Baltimore did so in April.

By late May, there had been 24 Philadelphians under the age of 18 killed in 2021, triple the number of children killed by that point of the year prior. By mid-July, the city's overall homicide tally was past 300, putting it on pace to far exceed 500 for the year, and thus shatter its all-time record. The surge was not subsiding in many other cities, either: Columbus, Ohio, and Portland, Oregon, were on pace to set records. In New York City, the nearly 500 total shootings through early May were the highest tally in more than a decade, making violence a central issue in that city's Democratic primary for mayor, which was won by a former cop, Eric Adams.

Abt, the former Obama Department of Justice official, said it was becoming increasingly hard not to conclude that institutional disengagement for the sake of COVID-19 mitigation had played a major role in the resurgence of gun crime. Some of the decisions still seemed prudent in hindsight, such as the efforts to release many nonviolent offenders to thin out the jail population.

But he judged it a terrible mistake for the authorities — police, social service workers, schools — to have lost touch with the young men who were known to be at most risk of being the victim of violence or committing it. “With regard to these highest-risk individuals, we should have found a way to stay connected, to stay engaged," he said. “Knowing what we know now, it was clearly a mistake to pull back."

Others agreed. City Councilmember Kendra Brooks was reluctant to second-guess the extended school closures, but wished Philadelphia had done more to provide alternative forms of engagement for young people. “We could have been more proactive in providing more young people with more activities to continue with some form of socialization," she said.

For years, advocates of criminal justice reform had been making the case that to reduce gun violence, one couldn't just arrest and incarcerate one's way out of the problem, that one needed to wrap vulnerable young people in all manner of other protective services, from schools to sports to counseling and all the rest. In essence, the pandemic period had proven that claim, to devastating effect, by showing what happened when one removed most of those services. “When you shut down all of these things, and you take what is fundamentally a social creature and isolate that social creature, there are going to be consequences," said Larry Krasner. “You had the stripping away of essentially everything we have taken for granted as being preventative and protective of young people. And when all that happened, guess what? Young people were killing a lot of young people."

Asked about the closure of rec centers, pools and other public services, City Hall's Erica Atwood said that the city government had no real choice, given the risk posed by the coronavirus. “What's the converse? Let them die of COVID? That was the option we had. We either kept them closed, or we let poor Black people die of COVID," she said. “Black people are disproportionately affected by COVID. Knowing that, we had to make some very difficult choices about what we were willing to allow on our watch, what we could not have lived with. Kids can play on playgrounds, but their grandmothers, aunts and uncles can then die of COVID. It was an unfair choice. But it was no one's fault that it was unfair. That's the universe we're in."

Likewise, the president of the teachers' union, Jerry Jordan, said it was “disingenuous" for anyone to suggest that the extended school closures that resulted from the union's fight over ventilation played a role in the rise in violence. “The spike in gun violence is emblematic of chronic disinvestment in our Black and brown communities and of the systemic racism that permeates every facet of society," he said. “Our underfunded facilities predated the pandemic and left us behind the curve in bringing students back into buildings."

After this costly hiatus, Abt said, the answer was to build back up the engagement that had been allowed to fall away, all the various interventions that had been shown to work in Philadelphia and elsewhere: focused deterrence and more recent tools such as trauma counseling for shooting victims and cognitive behavioral therapy, in which young men living under duress receive instruction in how to redirect anger and other emotions. These evidence-based interventions could work, but they needed to be sustained. Last year, they weren't.

Those programs were focused on reducing violence in the short-term, Abt added. Structural improvements in education, employment and other areas mattered too, in the long term. But, he said, “the way to address urban violence, urban community violence, is to focus on that violence directly." It was, essentially, what Philadelphia had been trying to do, with some success, a decade earlier, and it was the sort of efforts that would now be getting a lot of the funding flowing to cities from Washington, where President Biden was striving to demonstrate action against violent crime. “It's a lot of hard work," said Nutter, the former mayor. “You have to stay focused. You can't let up and you just have to drive it into the minds of every possible person that you can that we're going to try to have a safe city."

One late afternoon in May, at the end of a school day that for most of them involved no physical school, a dozen or so of the YEAH Philly teenagers gathered at Bartram's Garden park on the banks of the Schuylkill River for some canoeing and fishing. Shouts and laughter carried across the water. The 14-year-old with the arrest record, with an ankle bracelet to prove it, stood with his rod, waiting for a bite. He talked about how grateful he was to have activities like this resume after a year of emptiness. “People have too much time on their hands," he said. “This keeps me safe."

Tyffani Rudolph arrived back on shore after a spin in a canoe. She had made up her mind to take another stab at college after dropping out of Temple. She would enroll this fall at the Community College of Philadelphia before taking another run at a social work degree at Temple.

It was intuitive to her, how one thing led to another: closures of schools and rec centers and basketball courts to protests and looting to police pullbacks to violence, layers of cause and consequence. “Everything that's happening is because of the last thing," she said. “It's all connected."

She was looking forward to getting back on a regular schedule, to having a reason not to stay up too late, to get up in the morning. A few weeks later, though, she was up very late again, on the phone with a 17-year-old friend who was talking about seeking vengeance against someone who, he believed, was responsible for the death of another 17-year-old friend of his. Rudolph held him on the line into the early hours of the morning. “I understood 100% of what his reason was, why he was upset," she said. “But like I also told him, you doing that is not going to bring him back. You go retaliate, and our friend is still 6 feet underground, like it's not going to do anything but make you feel better. And then you're going to feel bad when you either get shot back and you die, God forbid, or if you get caught and then you're in jail for the rest of your life. You're only 17. I'm not going to let you throw away your life like that."

Finally, at 6 a.m., her friend agreed to turn over his gun to his mother, and Rudolph got to bed.

Nakisha Billa ended up voting for Krasner, after all. He would beat Vega handily, with especially strong margins in the neighborhoods that have been hardest hit by the surge of violence. He declared in his victory speech that he had a mandate “from the people most affected by serious crime," a mandate that “has rejected, definitively, a politics of fear that is built on falsehoods."

For Billa, in the end, it came down to separating her vote from her own loss. The loss might have pushed her to Vega, she said. But she decided to transcend that experience. “I have to still stand on a civil rights decision and not just my own personal plight," she said.

Six weeks after the primary election, she was able to get a meeting with Krasner. He told her how sorry he was about Domonic. He laid out some of the many investments the city was now making in anti-violence programs with the help of tens of millions of dollars in federal pandemic relief. “He said that it's a whole plethora of things that need to be filtered through to get to a remedy for this to stop," she said.

In late June, Billa returned to work, driving her SEPTA bus. They gave her a different route, to spare her having to drive by the mall. But the pain kept flaring, anyway. After two weeks, she told her supervisors that she didn't think she was ready yet for driving, and requested to be assigned to another job in the agency. “It's hard because when you drive, you think," she said. “And I literally just think about my son the entire shift. I may get breaks, but in between the interactions with the public, you think. You just think."

Reported with Miles Bryan and Jillian Weinberger as part of a collaboration for Vox's "Today, Explained" podcast.

Judge rules Kushner companies violated multiple laws in massive tenant dispute

It's been six years since Dionne Mont first saw her apartment at Fontana Village, a rental housing complex just east of Baltimore. She was aghast that day to find the front door coming off its hinges, the kitchen cabinet doors stuck to their frames, mouse droppings under the kitchen sink, mold in the refrigerator, the toilet barely functioning and water stains on every upstairs ceiling, among other problems. But she had already signed the lease and paid the deposit.

Mont insisted that management make repairs, but that took several months, during which time she paid her $865 monthly rent and lived elsewhere. She was hit with constant late fees and so-called "court" fees, because the management company required tenants to pay rent at a Walmart or a check-cashing outlet, and she often couldn't get there from her job as a bus driver before the 4:30 p.m. cutoff. She moved out in 2017.

Four years later, Mont has received belated vindication: On April 29, a Maryland judge ruled that the management company, which is owned by Jared Kushner's family real estate firm, violated state consumer laws in several areas, including by not showing tenants the actual units they were going to be assigned to prior to signing a lease, and by assessing them all manner of dubious fees. The ruling came after a 31-day hearing in which about 100 of the company's current and former tenants, including Mont, testified.

"I feel elated," said Mont. "People were living in inhumane conditions — deplorable conditions."

Maryland Attorney General Brian Frosh brought the consumer-protection case against Westminster Management, the property-management arm of Kushner Companies, in 2019 following a 2017 article by ProPublica and The New York Times Magazine on the company's treatment of its tenants at the 15 housing complexes it owned in the Baltimore area, which have served as profitable ballast for a company better known for its gleaming properties in New York. The article revealed the company's aggressive pursuit of current and former tenants in court over unpaid rent and broken leases, even in cases where tenants were in the right, as well as the shoddy conditions of many units.

To build its case, the attorney general's office subpoenaed records from the company and solicited testimony from current and former tenants, who provided it via remote video link to Administrative Law Judge Emily Daneker late last year.

In her 252-page ruling last week, which was first reported by the Baltimore Sun, Daneker determined that the company had issued a relentless barrage of questionable fees on tenants over the course of many years, including both the fees identified in the 2017 article and others as well. In more than 15,000 instances, Westminster charged in excess of the state-maximum $25 fee to process a rental application. In more than 28,000 instances, the company also assessed a $12 "agent fee" on court filings against tenants even though it had incurred no such cost with the courts — a tactic that Daneker called "spurious" and which brought the company more than $332,000 in fees. And in more than 2,600 instances, the Kushner operation assessed $80 court fees to tenants at its two complexes within the city of Baltimore, even though the charge from the courts was only $50. "The practice of passing court costs on to tenants, in the absence of a court order," Daneker wrote, "was deceptive."

The manifold fees suggested a deliberate strategy to run up tenants' tabs, Daneker wrote, repeatedly calling the practices "widespread and numerous." She concluded that "these circumstances do not support a finding that this was the result of isolated or inadvertent mistakes."

Daneker also found that the company violated consumer law by failing to have the proper debt-collection licenses for some of its properties and by misrepresenting the condition of units being leased to tenants. However, she found that the attorney general's office did not establish that the company violated the law in several other areas, such as by misrepresenting its ability to provide maintenance on units or in some of its calculations of late fees.

Kushner Companies, which has since sold some of the complexes and put others of them on the market, declined to be interviewed for this article. A statement from Kushner general counsel Christopher Smith suggested that the ruling amounted to a victory for the company, despite the judge's many findings against it. "Kushner respects the thoughtful depth of the Judge's decision, which vindicates Westminster with respect to many of the Attorney General's overreaching allegations," Smith said.

In previous statements, the company had alleged that Frosh, a Democrat, had brought the suit for political reasons, and was singling out the company owned by the then-president's son-in-law for a host of practices that the company said were common in the multi-housing rental industry. In her ruling, Daneker stated that she found no evidence of an "improper selective prosecution" in the suit.

The attorney general's office declined to comment, noting that the case is not yet final. Each side will next have the chance to file exceptions, as objections are known, that will be considered by the final arbiter in the consumer protection division of the attorney general's office. The state's lawyers will also propose restitution sums for tenants and a civil penalty. Once the consumer protection arbiter issues a ruling, both sides will have the right to challenge it in the state's appeals courts.

Also awaiting resolution is a separate class-action lawsuit brought by tenants that alleges, among other things, that the company's late fees exceeded state limits. A Court of Special Appeals judge has yet to issue a ruling following a January oral argument on the plaintiffs' appeal of previous rulings against both their attempt to certify themselves as a class and against the substance of their claim regarding late fees.

Despite the drawn-out process, including a three-month delay because of the pandemic, former tenants took satisfaction in the first judicial affirmation of their accounts of improper treatment. Kelly Ziegler, an orthodontic assistant, lived for two years in Highland Village, just south of Baltimore. She also didn't get to see her unit before she moved in, in 2015, and was confronted with a litany of problems: a leak from the tub into the kitchen, a loose bedroom window that she worried her young child might fall out of, and a roach infestation so bad that she couldn't use her stove. After some neighbor kids rolled a tire into her yard to use as a swing, she was fined $250 with no warning. "They did a lot of petty stuff," she said.

But when she asked to break her lease over the problems with the house, management warned her that they would take her to court. She finally got out of the lease in 2017.

When the attorney general's office approached Ziegler over her case, she was eager to share her experience. But when she found out that the complex was owned by President Trump's son-in-law, she started to worry she would face repercussions for speaking out. "It made me scared that I was doing something wrong. This is a person with power," she said. She said that her grandmother tried to reassure her: "You don't have anything to worry about. You've done nothing wrong."

Kushner has of course since left the White House and moved to Florida. Ziegler now lives with her family on a dead-end street in southwest Baltimore. It's near a high-crime strip where, not long ago, a 17-year-old friend of her daughter was fatally shot. But Ziegler is still glad to be out of Highland Village, out of Kushner's reach.

"I hope I don't run into him," she said.

The lost year: What the pandemic cost teenagers

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Everything looks the same on either side of the Texas-New Mexico border in the great oil patch of the Permian Basin. There are the pump jacks scattered across the plains, nodding up and down with metronomic regularity. There are the brown highway signs alerting travelers to historical markers tucked away in the nearby scrub. There are the frequent memorials of another sort, to the victims of vehicle accidents. And there are the astonishingly deluxe high school football stadiums. This is, after all, the region that produced “Friday Night Lights."

The city of Hobbs, population just under 40,000, sits on the New Mexico side, as tight to the border as a wide receiver's toes on a sideline catch. From the city's eastern edge to the Texas line is barely more than two miles. From Hobbs to the Texas towns of Seminole and Denver City is a half-hour drive — next door, by the standards of the vast Southwestern plains.

In the pandemic year of 2020, though, the two sides of the state line might as well have been in different hemispheres. Texas's response to the coronavirus was freewheeling. Most notably, it gave local school districts leeway in deciding whether to open for in-person instruction in August, and in conservative West Texas, many districts seized the opportunity to do so, for all grades, all the way up through high school. Students wore masks in the hallways and administrators did contact tracing for positive cases of coronavirus, but everything else went pretty much as usual, including sports. On Friday nights, high schools still played football, with fans in the stands.

New Mexico's response last year was the opposite. The state, led by Democratic Gov. Michelle Lujan Grisham, took one of the most aggressive lockdown stances in the country, and issued stringent guidelines for school reopening, so stringent that Hobbs was allowed to bring back only a sliver of its students for in-person instruction.

For high school junior Kooper Davis, whose family lives 10 minutes west of the border, this meant no school and no football. This was a problem, because he loved both of them.

Kooper had always gotten straight A's, despite a tendency to leave big assignments to the last minute. He charmed classmates and teachers alike with his playful ebullience. His natural high spirits had carried him through his life's primary challenge to date, his parents' breakup when he was a small child. He started playing organized football at age 5 and could not get enough of it. He played basketball, too, but football had his heart. When the youth minister at church once apologized for missing one of his high school games, Kooper reassured him that it was okay, that he did not depend on an audience: “I play for myself," he said.

Kooper started heading off to quarterback camps and private training — in Atlanta, New Orleans and Tucson, among other cities — hoping to better his odds of getting to play in college, an aspiration that became more feasible as he sprouted to 6 feet, 4 inches tall, ideal for throwing over linemen, if only he could get his agility and coordination to catch up with his height. His parents encouraged him to aim for the Ivy League, but he knew its football was middling. Instead, he set his sights on Stanford, which excelled in sports and academics, and which he had visited for another football camp.

For student-athletes aspiring to play in college, junior year is key. It's that year's video that recruiters will look at, and that year's grades that admissions officers will scrutinize. Kooper already had a highlight reel, and it included some nice-looking throws, but it was from his sophomore season on the junior varsity team. Junior year was everything: He would be vying for the starting QB slot on varsity and taking a fistful of Advanced Placement courses. He would, in general, be getting to enjoy the experience of being Kooper Davis, a well-liked kid in a small city where the admiration flowed even from the youngsters he helped out at church, one of whom, a 9-year-old boy, was overheard gleefully reporting to his father that Kooper Davis knew his name.

But the start of the school year arrived, and there was no school. Kooper and his classmates would take their courses at home using an online program, with barely any contact with teachers or each other. His teammates would be allowed to practice only in small pods, which left them mostly doing just weightlifting sessions and agility drills. There would be no actual games.

The hope was that all this would be temporary. That was what the kids heard from the adults in charge, and they tried to believe it.

The coronavirus pandemic has been not only a health catastrophe, but an epic failure of national government. The result of the abdication of federal leadership in 2020 was an atomization of decision-making that affected the lives and well-being of millions of people. States, and frequently individual school districts — sometimes even individual schools and sports leagues — have been forced to grapple with emerging and occasionally conflicting science that has sought to decode the mysteries of a newly discovered virus. Local governmental and educational officials — the vast majority of whom aren't epidemiologists or experts on indoor airflow — have had to formulate policy under intense time pressure while being buffeted by impassioned constituencies on every side and facing the reality that any decision would impose costs on somebody.

One of the few aspects of this terrible pandemic to be grateful for is that it has taken a vastly lesser toll on children and young adults than its major precursor of last century, the flu pandemic of 1918-1920. That earlier pandemic's victims tended to be in the prime of life, withmortality peaking around age 28.

The novel coronavirus, by contrast, has hit the elderly the hardest. Themedian age for COVID-19 fatalities in the U.S. is about 80. Of the nearly 500,000 deaths in the U.S. analyzed by the Centers for Disease Control and Prevention as of early March, — five hundredths of a percent of the total. The CDC has also recorded about 2,000 cases of aninflammatory syndrome that has afflicted some children after they contracted the virus, resulting in about 30 additional deaths. Doctors are still uncertain whether children who survived that syndrome will experience long-term heart issues or other health problems.

Plenty of parents continue to worry for their children's health amid the pandemic. But the primary concern from a public health standpoint has been the role that children and young adults might play in transmitting the disease to others. A growing body of evidence suggests that younger children are the to transmit the virus, but that as children older, their capacity for transmission approaches that of adults.

This has posed a conundrum from early in the pandemic: How much should children be prevented from doing outside the home, to keep them from contributing to community transmission of a highly contagious virus? Or to put it more broadly: How much of normal youth should they be asked to sacrifice? It has been a difficult balance to strike, on both a societal and family level.

In many parts of the country, particularly cities and towns dominated by Democrats, concerns about virus spread by children has resulted in all sorts of measures: closures of playgrounds, requirements that kids older than 2 wear masks outdoors, at colleges that reopened. “We should be more careful with kids," wrote Andy Slavitt, a Medicare and Medicaid administrator under President Barack Obama who was named senior advisor for President Joe Biden's coronavirus task force, in a . “They should circulate less or will become vectors. Like mosquitos carrying a tropical disease."

In Los Angeles, county supervisor Hilda Solis, a former Obama labor secretary, urged young people to stay home, noting the risk of them infecting older members of their households. “One of the more heartbreaking conversations that our healthcare workers share is about these last words when children apologize to their parents and grandparents for bringing COVID into their homes for getting them sick," she . “And these apologies are just some of the last words that loved ones will ever hear as they die alone."

As time has gone on, evidence has grown on one side of the equation: the harm being done to children by restricting their “circulation." There is thewell-documented fall-off in student academic performance at schools that have shifted to virtual learning, which, copious evidence now shows, is exacerbating racial and class divides in achievement. This toll has led a growing number ofepidemiologists,pediatricians andother physicians to argue for reopening schools as broadly as possible, amidgrowingevidence that schools are not major venues for transmission of the virus.

As many of these experts have noted, the cost of restrictions on youth has gone beyond academics. The CDC found that the proportion of visits to the emergency room by adolescents between ages 12 and 17 that were mental-health-related during the span of March to October 2020, compared with the same months in 2019.A study in the March 2021 issue of Pediatrics, the journal of the American Academy of Pediatrics, of people aged 11 to 21 visiting emergency rooms found “significantly higher" rates of “suicidal ideation" during the first half of 2020 (compared to 2019), as well as higher rates of suicide attempts, though the actual number of suicides remained flat.

Doctors are concerned about in childhood obesity — no surprise with many kids housebound in stress-filled homes — whileaddiction experts are warning of the long-term effects of endless hours of screen time when both schoolwork and downtime stimulation are delivered digitally. (Perhaps the only indicator of youth distress that is falling — reports of child abuse and neglect, whichdropped about 40% early in the pandemic — is nonetheless worrisome because experts suspect it is the reporting that is declining, not the frequency of the abuse.)

Finally, the nationwide surge in gun violence since the start of the pandemic has included, in many cities, a sharp rise incrimes involving juveniles, including many killed or arrested during what would normally be school time. In Prince George's County, Maryland, a Washington, D.C., suburb where school buildings have remained closed, in just the first five weeks of this year.

“An entire generation between the ages of 5 and 18 has been effectively removed from society at large,"wrote Maryland pediatrician Lavanya Sithanandam in The Washington Post. “They do not have the same ability to vote or speak out."

It has, instead, been left largely up to parents to monitor their children for signs of declining mental health as they determine whether to allow their kids to return to college or summer camp, to have a friend over, to go to the mall.

My family was among those facing these decisions. Our sons, now 16 and 13, have had fully remote learning in their Baltimore public schools for nearly a year now. For them, the primary release from the hours staring at the laptop screen would be sports, and for us, the answer was clear: My wife and I would let them play. The boys' respective high school and rec-league baseball seasons were canceled last spring, but their club teams were still playing through the summer and fall. This proved a godsend, a way for the boys to keep being active outdoors and around other kids, doing something they loved to do. For my older son, the baseball meant frequent traveling to tournaments out of state, in Virginia and Pennsylvania. Almost every weekend, we'd be back on near-empty highways, staying in near-empty motels, subsisting on endless takeout chicken sandwiches whenever we couldn't find an outdoor place for a meal.

This all started before the resumption of Major League Baseball and other professional sports, and it sometimes seemed as if our tournaments were the only serious competitive sports happening in the country, a sort of speakeasy baseball. Some precautions were taken, such as umpires calling balls and strikes from behind the mound instead of behind the catcher at home plate. The boys and their parents wore their masks inside the motels; at games, the parents spread out in the bleachers or on the sidelines. The parents ran the political gamut: liberals from Baltimore, conservatives from rural towns in Pennsylvania. But there was an implicit agreement that we were fortunate that our kids could keep playing, and we wouldn't do anything to screw it up. Those weekends remain for me some of the only redeeming moments of an awful year.

Football at the teenage level differs from baseball in a crucial respect: It is based almost entirely around high schools, without a parallel universe of clubs and tournaments. If high school teams aren't playing football, there is no football being played.

In New Mexico, Gov. Lujan Grisham that football and soccer would be prohibited for the fall season. “No contact sports are going to be permitted this fall," she said. “These contact sports are just too high-risk. If we do well, if we work hard, it is possible we could just be delaying them and they could be played later in the year and later into the season. Fingers crossed, and I believe in you that we can get this done."

As the hot Southwestern summer dragged on, Kooper Davis and his teammates placed faith in that possibility. In August, they were allowed to hold practice sessions capped at nine players each — not enough for a real practice, with offense running plays against defense, but better than the July sessions, which had been capped at five players. Kooper was vying against three other players for the starting quarterback spot. His arm strength had improved in the past year, so much so that his best friend Sam Kinney, a wide receiver, jokingly complained about the passes starting to hurt. And Kooper was a great student of the quarterback position; he had “the intangibles," his coaches said. But he knew he needed to work on his agility, which is one reason he took the practices so seriously. He was the first to come, and last to leave.

Even with fall sports canceled, the Hobbs school district, with almost 10,000 students, was still hoping to open the new school year for as much in-person instruction as possible. More than just scholastic considerations were driving this. In late April, six weeks into the spring's pandemic lockdowns, the community had been stunned by the suicide of an 11-year-old boy, Landon Fuller, an outgoing kid who loved going to school and had, his mother said, struggled with the initial lockdowns.

New Mexico has consistently had one of the highest in the country — it's roughly twice the national average — and preliminary state statistics would later show the 2020 rate as unchanged. Nationwide, increased by half between 2007 and 2018, a trend that has been linked to multiple factors, from the growing availability of guns to the spread of smartphones and social media. In New Mexico, mental health experts say, the factors also include high rates of depression on Native American reservations, and rural isolation in general.

Still, the news of an 11-year-old taking his life — after riding his bike to a field near his house — had the power to shock in Hobbs. “I think the big question we all have is why, and we will never know the reason why," his mother, Katrina Fuller, told an Albuquerque TV talk show in July. “The only thing that I was able to find was in his journal, was that he had wrote that he was going mad from staying at home all the time and that he just wanted to be able to go to school and play outside with his friends. So that was the only thing that I can imagine what was going through his head at that time."

Hobbs is heavily conservative. Lea County, of which it is part, would vote 79% for Trump in 2020. And unlike in many other, more Democratic parts of the country, the city's school administrators had the support of many teachers when it came to reopening: A survey in late summer found more than 70% of teachers in favor of in-person instruction. But the district's push to reopen was rebuffed by the state education department. After initially barring any schools from reopening in August, the state released “gating criteria" for districts that wanted to resume in-person instruction in the fall. They were among the strictest in the country. They allowed only for elementary-school instruction, and required a district to stay below an average of eight new cases per day per 100,000 residents over a two-week period. For Hobbs and the rest of Lea County, population 70,000, that meant no more than five new cases per day in the whole county. (By , Kentucky's daily threshold was 25 cases per 100,000 people and Oklahoma's was 50 cases. Hawaii, one of the states least affected by the pandemic, put its threshold at 360 cases over a 14-day period.)

Statewide in New Mexico, the restrictions resulted in zero high schools or middle schools reopening anywhere in the state. This confounded Hobbs school officials, especially because they could see open schools across the border in Texas. “We've got districts 30 miles away doing it safely," associate superintendent Gene Strickland said. “I get the fear level, but we see models that show it can be done. Allow us that opportunity."

Kooper Davis had always thrived in school. He liked his teachers, and they liked him. He had won over his ninth-grade English teacher, Jennifer Espinoza, with his willingness to engage on the works they were reading: “The Outsiders," “Romeo and Juliet," “To Kill a Mockingbird."

“He was very opinionated about why a character did this, or whatever something meant," Espinoza said. “Even if he was wrong or going in the wrong direction, he wasn't afraid to put his thoughts out there." It was a great class in general, she said: “Those kids fed off each other. They would come out with amazing answers." Kooper and Sam Kinney ribbed her about her tendency to lose her phone and took daily attendance for her. When Kooper was the only boy at Hobbs to make the Junior National Honors Society alongside 20 girls, Espinoza asked him if it felt weird. He grinned. “No, I like it!"

But Kooper hated virtual school. There were no friends to cajole, no teachers to charm. Hobbs wasn't even holding synchronous classes online for older high schoolers. They mostly watched video lessons on their own, using an online curriculum called Edgenuity. Kooper procrastinated, as usual, but now also found it harder to focus when deadlines hit. His grades started slipping from his usual all-A's. And these were the grades that colleges were going to be looking at.

As it was sinking in with Kooper and his classmates that school would remain remote for the rest of the fall, they got word in early October of an additional setback on the sports front. Not only would New Mexico remain one of a handful of states to bar high school sports, but practices would now be limited to just four players per coach. This meant they would mostly just be lifting weights, never mind that this often meant having many players in the weight room at a time (albeit in four-player pods), seemingly a riskier proposition than a regular practice outdoors. The football coach, Ken Stevens, could sense the morale plunging. “I seen a lot of disappointment," he said. “Lost hope." Some players stopped showing up. Making it especially tough, he said, was the nearby contrast. “That's the frustration," he said. “How come 10, 15 miles away, these kids can compete, can live a somewhat normal life?"

Kooper was despondent. “Man, this ," he told his teammates. “We need to be back on the field." He missed football so much that, on some Friday evenings, he headed across the state line to Texas to watch a game.

The schools in Denver City, population 5,000, had shut down amid the coronavirus lockdowns in the spring of 2020, but there wasn't really any question about whether the 1,700-student district would reopen schools in the fall. The Texas Education Agency was letting districts make the decision. The Texas Classroom Teachers Association had nowhere near the sway of unions in other states. This didn't keep many large urban districts in the state from starting the school year with remote learning. But Denver City and nearby small cities in West Texas opened schools. Students could choose a virtual option, but only a few dozen of Denver City's 492 high school students took it. As for teachers, there was no option: Their job was in the classroom.

Denver City is a humble-looking town, with a Family Dollar and no Walmart, but oil-and-gas revenues had allowed it to build a new high school two years ago. The building has good ventilation, and enough space that it wasn't hard to spread desks to allow for 4 to 6 feet between them, even in a class of 20 or more. Students were attending five days a week, without the hassle of hybrid schedules used in much of the country. They were required to wear masks in the hallways or while moving around a classroom, but many teachers allowed them to take their masks off at their desks, judging the spacing sufficient, though the teachers kept their own masks on. Lunch was still served in the cafeteria, but it never got crowded because many students went into town for lunch, at the McDonald's drive-through or elsewhere.

The school did not administer coronavirus tests on its own, but if a student or teacher tested positive locally, the school conducted contact tracing to determine if any other teacher or student had been exposed to them for 15 minutes or more, unmasked, within six feet. Anyone who fit that definition had to quarantine at home, initially for two weeks, eventually only for 10 days, in line with CDC guidelines. The district, which offered daily and weekly tallies of cases on its website, determined that the vast share of transmissions seemed to be happening outside school, as to be the case in other places, too. “The weekends is where they're getting it," said principal Rick Martinez. “If we could have them all week, this is the best place for them to be."

Over the course of the fall semester, about a dozen of the 70 staff members in the Denver City school missed time for quarantine, mostly after testing positive themselves, forcing the district to find substitutes — no easy task, but not insurmountable. All of the teachers returned. There were other challenges, such as the time in August when a player on the girls volleyball team tested positive and the school made the decision to shut down the team for two weeks, just in case another player had been exposed.

Overall, though, the fall was going so relatively well that many students who had chosen the remote option at the outset decided to come back to school, to the point where only about half a dozen were still learning at home. “It's been stressful at times," said the district superintendent, Patrick Torres. “It's taken a lot of time and effort, but our kids are getting instruction face to face."

Football went forward, too. The school capped attendance at its field, and required people to register for tickets online. The team in Seminole, 20 miles south, needed to cancel some games as the result of player quarantines, but Denver City managed to get through the fall without any cancellations, though there were some weeks where the roster got thin.

Kooper Davis came across the border once with a friend to see a game in Levelland, northeast of Denver City, and another time with his father, Justin, to see a game in Seminole. Justin, who works for a company that services oil-field equipment and runs a lawn care business on the side, noticed the reaction his tall, athletic son was getting in the Seminole stands. “People looked at us, like, 'Who is this kid and why is he not playing?'"

Kooper's father and his stepmother Heather, who had been together since Kooper was nine, had considered transferring him to a school in Texas, as other families were doing. This would have entailed sending Kooper to live with Heather's brother. (Kooper had limited contact with his biological mother.) They were even considering sending Kooper and Heather to Atlanta to live near one of the coaches he'd trained with. But Heather and Justin had just had newborn twins. Plus, Kooper wanted to play with team, his friends.

His parents began to notice how much the disruption and uncertainty was wearing on their normally buoyant son. On Oct. 9, Heather went on Facebook and posted a plea for reopening. “So honestly when do we stand up for our kids?? When do we all protest and say this is enough, do we wait until our kids lose life completely?" she wrote. “So many kids are turning to the wrong things to fill a void. Sad, it's so sad. Let's respect the ones who wanna stay home and respect the ones who are ready to go back!!"

Two days later, the town learned of another life lost: an 18-year-old who had graduated from Hobbs High that spring at a local park after receiving a medical discharge from the Navy. Kooper did not know him well, but went out to join friends who had gathered to mourn him.

The next day, a Monday evening, Kooper and his classmates held a demonstration for reopening school and school sports, one of several across the county that day. They held theirs at the high school football stadium, a hulking edifice that can seat 15,000. The students wore masks and sat spaced apart on the stands, holding signs that said “Let Us Play" and “SOS Save Our Students." They had the tacit support of their coaches and many of their parents, some of whom had helped shoot a testimonial video that was going to be shown on the scoreboard screen. But the video wouldn't load right, so several students went onto the field to give impromptu speeches before the 175 or so people who were gathered there.

Kooper was among the speakers, which surprised his friend Sam Kinney. “I knew he was pretty brave, but didn't know he was that brave," Sam said later.

At the microphone, Kooper introduced himself, then said, “I play football and basketball and those sports make up a big part of my life, and when I'm not here every day doing something with those sports, honestly, I feel really lost in life. Since I'm a junior, college is starting to cross my mind, and without this essential year of learning, I feel completely unprepared for college. I know I've still got another year, but time goes faster than you really think."

He continued, “I just believe we should be here at school and we should be here playing football. It's crazy to think that just down the road, they're playing a football season — they're almost with their football season. It's honestly ridiculous. And I'm willing to keep my teammate and classmates in line, minding whatever rules, just so I can be back here doing the stuff I love."

Mental health experts struggle to identify a precedent for the challenge this pandemic is producing for many Americans. In prior pandemics where the technology was not available for remote work or remote schooling, lockdowns and social isolation were not as extreme and did not last as long as what we've lived through this past year. And the psychological stress that the pandemic has produced for so many Americans of all ages is unlike so many more acute crises that we might experience in life, said Nick Allen, a professor of clinical psychology at the University of Oregon. “There's a difference between a stressor that makes your life unpleasant and intolerable and a stressor that takes away good things," he said. “For a lot of people, the stressor that COVID represents is one that takes away good things. You can't go to sporting events, you can't see your friends, you can't go to parties. It's not necessarily that you're experiencing abuse, though some may be. What's happening is that we're taking away high points in people's lives that give them reward and meaning. That may have an effect over time. The initial response is not as difficult as something that's stressful, but over time, the anhedonia, the loss of pleasure, is going to drive you down a lot more."

Even before the coronavirus arrived, teen mental health was a cause for growing concern. Researchers and mental health professionals had come to the conclusion that, as David Brent, a University of Pittsburgh psychiatry professor, put it to me, “One thing that's protective against it is connection to school and family and peers. We know that participation in sports and a connection to school can have a profound protective effect."

That social connection has been attenuated in the parts of the country that have largely shuttered school buildings and associated activities. The closures have also inhibited young people's striving for independence, youth mental health experts say. “A key developmental task of adolescence is autonomy-building," said Jessica Schleider, an assistant psychology professor at Stony Brook University. “That is what teens are driven to do: to grow self-esteem and a strong sense of who they are." With school and so much else closed off to them, and daily life mostly limited to the home, “the little bit of self-directedness they had before is gone. A lot are stuck in environments they didn't choose. The futures they had been working toward aren't options anymore."

As the pandemic carried through the summer, worrisome signals started appearing across the country. In addition to the on the rising share of visits to emergency rooms by teenagers in distress, a University of Wisconsin survey of more than 3,000 high school athletes during the summer found that more than two-thirds reported high levels of anxiety and depression, .

For Kooper, autumn brought no relief. Every weekday morning except Wednesday, he got up at 6:30 a.m., drank a protein shake, then drove to McDonald's for more breakfast, before arriving at school at 7 a.m. for a weightlifting session. On the way back, he'd pick up some Burger King breakfast for his two younger sisters, ages 11 and 5. The younger one would ask why he couldn't get McDonald's, which she preferred, on the way back, and he'd explain that traffic made it easier for him to do them in this order. Kooper would chat a bit with Heather and then shower and get to work on the computer.

There were signs that mental health was on his mind. On Oct. 16, Kooper shared a grim claim from a state representative on his Facebook account, which he seldom used: “The New Mexico Athletic Association reports there have been 8 student-athlete suicides since March 20."

Kooper looked so alone and hunched over as he worked that Heather one day posted a picture of him online to share his struggle with others. “I know my kid isn't the only one hurting," she wrote. “How is this life that they are living."

The Davises were sufficiently attuned to the mental health challenges of the pandemic that they held regular family visits with a therapist, and Kooper had gotten a couple of solo sessions as well before he and the therapist decided that was no longer necessary.

For a while, Kooper went to do some of his schoolwork at the Starbucks near the local Walmart, just to get out of the house, but then it closed down again when state restrictions tightened further. On some Tuesdays and Thursdays, he'd head to school for an afternoon session with the other quarterbacks, learning how to read defensive coverage. Some afternoons, he'd head over to the church his family belongs to, Christian Center Church, which is led by Sam's father, Jotty Kinney, who set up a small weight room for the boys to use. On Sunday mornings, Kooper would be back at the church for his youth-group service and to help lead sessions for the younger kids. And one weekend late afternoon in November, when it was below 30 degrees out, two dozen boys went to school to play touch football, the closest they had come to having a game.

On Sunday, Dec. 6, as semester finals were getting underway for school, Kooper was at church as usual, dressed as a baby for a monthly skit he and Sam did for the little kids. Later that day, he put up another Facebook post, his first since the one in October: “With these tough times going around, I know there are many of those in need, and I want to give back to my community," he wrote. “If any of y'all know anyone unable to leave their homes, I am willing to wait in line and pick up their groceries for them, or even run simple errands. Please pm me if you or anyone you know could use a helping hand."

The next morning, Dec. 7, Kooper went to his Monday weightlifting session. As he left, he told Sam, in typically unabashed fashion, “Love you." “Love you, too," Sam responded. On the way out of the athletic building, Kooper swung by to see the basketball coach, Eddy Martinez, to tell him he thought he might be able to play with that team, too, if the schedule that the state had floated the previous week actually came to pass: a truncated football season in February, followed by a truncated basketball season. Martinez said he'd be glad to have Kooper and that he was welcome to join one of their four-person practice pods that very day. Kooper said he didn't have his basketball shoes, but he would come the next day.

Coach Stevens got the news from the school principal that afternoon. Like others in Hobbs, he was not unprepared for such calls: There had been at least six suicide attempts by Hobbs students during the pandemic, according to district officials. But when he heard the name, Stevens was stunned. He asked, “Are you sure you got the name right?" The principal said he thought he had, but that he'd double-check with the school's designated police officer. He called back five minutes later to say that yes, he had gotten the name right.

Jennifer Espinoza got word from fellow teachers, one of whom asked her, “Hey, did you have Connor Davis?" The name meant nothing to her, but, she asked, did they mean Kooper Davis? No, they said. “Good," she said, “because Kooper would be out of the question."

It had happened while Heather was at the grocery store picking up baby formula and something for dinner. At about 1 p.m., Kooper had texted Sam on Snapchat: “Love you, bro." “Love you, too," Sam wrote back. That was the last he heard from his friend.

The next day, Coach Stevens gathered his players and assistant coaches in the team meeting room to discuss Kooper's death. There were counselors on hand, as well as Pastor Kinney, Sam's dad. The adults encouraged the players to speak about what they were feeling, not to hold things in. But the players ended up just wanting to go lift weights together.

The day after that, Wednesday, a fleet of empty school buses arrived at the high school from other towns, one from as far as Clovis, 130 miles away. The buses had condolence messages painted on the windows: “We are here for you," read the writing on the bus from Portales. “Pray for Hobbs," said the bus from Eunice. “Artesia loves you," said the bus from Artesia.

I reached Justin Davis on the phone that Saturday, after learning of Kooper's death from a mother in northwestern New Mexico whose daughter had also struggled with the absence of school and sports. Justin, as I would soon learn, is a large and taciturn man, but he was eager to talk, and urged me to come to New Mexico to learn more about what Kooper and his friends had been through. He was at a loss over what he and Heather might have missed. “I had an open relationship with my son," he said. “It's baffling to us to figure out why he didn't come to us."

Suicide is ultimately an unfathomable act, but Justin said he was sure of one thing. “No doubt, if my son had been in school on Monday this wouldn't have happened," he said. “He would've had an adult standing next to him, a coach saying, 'Kooper, quit being a dummy.'" The only way he could make sense of it, Justin said, was that “for about fifteen seconds of Kooper's life, he let his guard down and the devil came in and convinced him of something that was wrong." His only solace was seeing the effect the loss had on Kooper's classmates, who were, he said, turning their lives over to God, sending letters to the governor, and generally spreading word of his son's goodness far and wide.“I believe God needed him now," he said.

I arrived in Hobbs two days later, just in time for the memorial inside Christian Center Church. The parking lot was jammed with oversized pickups, and the sanctuary was standing room only. The stage was dominated by balloons in black and yellow, the Hobbs High colors, and large white letters and numbers, aglow with lights, that spelled KD 10, Kooper's jersey number. His home and away jerseys, his school backpack and a school photograph were also displayed. I found an empty space to stand in the back. There were many kids in the audience, and some were wearing raspberry-colored shirts with Kooper 10 written on them. Few people were wearing face masks.

A four-person band with two backup singers played “Another in the Fire," a stirring song by the Australian worship band Hillsong United: “There was another in the fire/ Standing next to me/ There was another in the waters/ Holding back the seas…"

Stevens was one of several coaches and trainers who spoke via a recorded feed played on the big screen over the stage. “I have no doubt that God is not done using Kooper," he said. “He is going to continue to use him to impact those around him, and God's glory will shine through."

Then the screen played a long loop of photos and videos of Kooper: wearing a Halloween costume, holding his younger sister on the beach, wearing braces, buried in sand, grinning behind Justin and Heather as they kissed at their wedding, attending a Dallas Cowboys game, singing in a school musical, holding a newspaper with his name in a sports story, sitting on a hay bale, holding the newborn twins, wearing a tux for a dance.

Heather came to the stage with Kooper's sisters. She began by reading some lines Kooper had written in his journal, including his paraphrase of a verse of Scripture, “If your enemy is hurting give him food. If he's thirsty, give him water," and his interpretation of it: “No matter who it is, no matter who the person is, if they're in need, help them. Help them. I don't know who it is, but you need to help them." She talked about Justin's love for his son: “That's his boy. Kooper's been Justin's rock." She recounted all their morning chats together, after his workout sessions. “I want him to come in from football practice and tell me how practice went. I want him to tickle the babies while I go eat," she said. “But that's me being selfish. And I want his happiness more than I want mine."

Pastor Kinney spoke last. “When you'd see him smile, you didn't know what was going on under that mop of hair he had," he said. “He was one of the most driven people I have known." He described Kooper's “protective loyalty," how he once ran in from the outfield of a church softball game to confront someone who was having words with Heather. He joked about Kooper letting one of his sisters sleep in one of his shirts, his willingness to dress up as a baby during the church skit for the little kids, and how Kooper was the only one of the young people he knew who would actually call him on the phone sometimes, just to talk. “No other kid in this day and age called," he said. “He didn't text you or put it on Snap. He called you."

When the service ended, people stayed on for a while to talk and hug each other. It was unnerving to watch: lots of people, few masks, no windows. The event was in gross violation of the state rules on indoor gatherings, which were supposed to be capped at 40 people, but no sheriff's deputy was about to intervene on this day. (The mass exposure did not lead to any reported local outbreaks.)

The people of Hobbs had for months been barred from letting their kids go to school or letting them play football and soccer. And now, after the death of a boy that many of them saw as linked to those restrictions, they were effectively, saying, screw it.

I chatted with some of Kooper's teammates, asking them how they were handling remote learning. “It's trash," said one, Kevin Melissa. “It's crazy," said another, Carter Johnson. “Everyone tells us to keep positive, but it's been almost a year. It's hard to be positive."

Before the event broke up, someone encouraged all of Kooper's classmates to get together on stage for a group photo. They eagerly did so, several dozen of them bunched together, beaming for the camera. The smiles were jarring in the context of a memorial service until one remembered the broader context: It was the first time they had all gotten to be together since March.

The next morning, I met Katrina Fuller, the mother of 11-year-old Landon, in the windswept parking lot of a strip mall. She had come to bring her teenage daughter to an outdoor kids' workout session that had been arranged hastily a few days earlier, after the news of Kooper's death. Despite the cold, two dozen kids, most in their early teens, had come out to the parking lot and were now doing various kickboxing exercises — spaced apart and with masks on — under the guidance of some martial arts instructors.

Katrina, a prenatal educator, had been trying for months to draw attention to the mental health needs of Hobbs' young people. She had been writing and calling elected officials and state bureaucrats and finally, with the help of the local state senator, Gay Kernan, had gotten the state to provide some training for local teachers in recognizing youth mental health troubles.

More resources had belatedly started pouring into the state: a $10 million federal grant for school-based mental health services, plus $500,000 in CARES Act funds. The challenge was less the lack of money than the lack of people to administer it: the state education department has only a single behavorial health coordinator, Leslie Kelly, who was struck by the rising concern about youth suicide during the pandemic given that the problem had existed for years in New Mexico. “I'm glad we care about this now, but our state was high pre-pandemic," Kelly said.

Even if New Mexico's overall numbers were holding steady, to those in Hobbs, three youth suicides plus a half-dozen other attempts by students in a matter of months in a population of 39,000 felt like its own epidemic. Shivering in the parking lot, Fuller told me about Landon, who had “just wanted to be everyone's friend." He was the sort, she said, who always went over to any kid sitting by themselves on the playground. And Fuller told me about the difficult weeks of the initial lockdown in the spring, when both she and her husband were feeling the stress of a loss of income. They had tried to make things as nice as possible in those weeks, with an online birthday party for the two kids, and an Easter egg hunt. But it was still hard. “All of our moods changed," she said. And it was so hard for someone of Landon's age to grasp time; the six weeks of closure seemed like forever.

I asked if she thought school should have opened in the fall, and she hesitated. She took the coronavirus seriously, she said. Her grandfather recently died of COVID-19. She was heartened by the launch of the exercise class but knew the town needed to come up with more, “just to let them know that we love them and they're so wanted and they're not alone." She started to cry.

She said she had started hearing from many other families around the country whose kids were struggling, including a mother who'd discovered her 6-year-old's plans for how to end her own life. “These are kids without mental health issues, with good families, kids that are loved," she said. Definitive explanations were, of course, impossible to come by. “I've heard it all," Fuller said. “I've blamed myself."

She had done a lot of reading on youth suicide since Landon's death, and had learned that rates were especially high in indigenous communities, like the Aboriginal community of Australia. In reading that, she had drawn a connection to American children who were being forced into a whole different way of life during the pandemic. “The theory is they're reacting to modern society," she said of the Aboriginal children. “Well, we're introducing them to a new society here, and they're rejecting it."

Recently, Fuller told me, she had received an envelope in the mail from the New Mexico education department. She opened it and found a letter demanding to know why Landon had been truant from his online classes during the fall semester. The bureaucratic oversight stunned her. “He would be in school if he wasn't dead," she said.

After my meeting with Fuller, I went back to the church. Sam was lifting weights with another friend in the small workout room that his father had set up. After I chatted with Sam, I walked with his father back to his office. He told me that he had been running through his last interactions with Kooper, over and over, searching for a warning sign, to no avail. All he knew was that Kooper had been upset about the closures. “When you put most of your things into achieving scholastic, and achieving athletic, and those things aren't available to you, your whole life, every goal you wanted to achieve is being taken away from you," he said.

Kinney said he and the Hobbs school superintendent had been talking a few days earlier about the need to get kids back in school. “Like Texas, we have to learn to live with it," he said. “You know, marginalizing our teens for other people that are high-risk, what do you pick? You know? Because, I mean, we're losing them. Not only that, we're losing years of their educational development."

Kinney said his brother-in-law, also a pastor, had become seriously ill with coronavirus, and he did not doubt its danger. But, he said, the current generation of kids “are the people that are going to be running our country one day. We're losing their leadership. They're going to be taking care of us one day, and this is how we're treating them?" He noted that one student at the October protest had carried a sign that read, “I'm able to vote in your next election."

“They'll remember these times," he said.

That night, I went to meet with Kooper's father and stepmother at their house, which sits out on the edge of town, near a small cattle farm. Meals cooked by friends covered the island in the kitchen. Justin and Heather told me how much comfort they were taking in the outpouring over Kooper, especially among his classmates.

But they said they were thinking of all the other kids in another way, too. If normally lighthearted Kooper, despite a loving family and natural gifts, had been struggling so much, what about all the others? How much distress was invisible to parents? “He was a kid who had everything, and this is where we're at," said Justin. “What's going on with those other kids?"

On my final day in Hobbs, I made the short drive across the Texas border to Denver City. It was startling to pull into the high school parking lot and see dozens of teenagers strolling out of the school building, wearing masks and carrying backpacks, on their way to lunch. Even more startling was hearing from school administrators about how well the football season had gone — the Denver City team made it to the second round of the playoffs — and about the great event of the night prior: the holiday band concert. To avoid dense crowds, the band had held three performances, with several hundred people attending each. In the large band hall, the band director showed me the dots he had taped on the floor to keep the 70-odd musicians spaced 7.5 feet apart even as they marched, and the cloth covers that one student's grandmother had made, decorated with the school's mustang logo, to go over the tubas, to keep them from emitting moisture. It was hard not to be impressed by the ingenuity, the determination to try to make things work, even now. “Whatever it takes," said Rick Martinez, the principal.

After being in Denver City, things seemed emptier than ever at the Hobbs high school complex — in normal times, the center of communal life in Hobbs. I was there to meet with Coach Stevens, who had also been wracking his mind trying to think of clues he hadn't picked up from Kooper. He could think of nothing, other than the fact that he had noticed that one of Kooper's grades had slipped below his norm. But he also knew how adolescents had the natural tendency to magnify troubles. “I fear for all the kids," he said. “One thing that maybe our decision makers don't remember is that when you're in high school or you're a kid, thinking you're the only one dealing with something. That's what you think when you're 16: Nobody is dealing with what I'm dealing with." Not to mention, he said, that the closures have simply given kids too many empty hours. “They've got so much time on their hands," he said. “I don't care how good a kid you are, if you have so much time on your hands, you're going to find mischief."

He told me how dearly he hoped the state stuck to its plan for a football season, truncated though it was. “My biggest fear is, you pull the rug on these kids," he said. “All we've been doing is trying to sell hope and belief to these kids that it's going to happen, but at some point, they're going to quit believing in you."

My last visit in Hobbs was to the home of Jennifer Espinoza, Kooper's favorite teacher. When I entered her bungalow, Espinoza, a friendly woman in her 40s, said that I should feel welcome to take my mask off, because she had already been through a serious case of COVID-19, several weeks earlier. This startled me, but not nearly as much as what she told me next: that soon after her own illness, her partner of 18 years, Abe, had died of what had strongly resembled COVID-19, though his initial test had come back negative. He had been away from Hobbs at the time, working an oil-field job in Odessa, Texas, and a co-worker he had shared a truck with later tested positive. Abe died on Nov. 30, at 49, before she could see him.

And then Kooper had died, a week later. It had been a terrible month, and it had left her uncertain about the best course for the Hobbs schools and sports teams. As the school year started, she had been among the majority of teachers who were willing to return to classrooms. This had only been confirmed for her as she saw how poorly the remote learning was going: not only did most students leave their cameras off, some wouldn't even turn on their microphones. “I can't see them, I can't even hear them," she said. “They didn't want to talk."

But then she herself had gotten the virus — she wasn't sure where — and its severity had hit home, even before her partner's death. She had swung the other way on reopening. Now Kooper's death was making her reconsider again. “If it would prevent another Kooper, then definitely, yes," she said. “We just have to weigh the good and the bad. Do we fear everyone coming back and possibly getting COVID, or do we fear losing another student more?"

In late January, Gov. Lujan Grisham would announce that schools could reopen for all ages on Feb. 8, but at maximum 50% capacity, which meant only a couple of days per week, and under the condition that they would close if cases rose again. Sports could start a few weeks after that, with masks and without fans. Nationwide, meanwhile, President Biden's push to reopen schools was explicitly leaving out high schools, leaving millions of teenagers with the likelihood of remote learning through the end of the school year.

In the same week as Lujan Grisham announced her reopening plan, I made another check of the coronavirus toll in Hobbs' Lea County. The county had suffered 112 deaths attributed to COVID-19, which worked out to a per capita rate slightly lower than that in the three Texas counties abutting Lea. New Mexico as a whole had lost 3,145 people, two-hundredths of a percentage point higher than Texas in per capita terms. The overall per-capita case numbers in Lea County were slightly higher than the three counties across the border, while the case numbers in Texas were slightly higher than in New Mexico.

Numerous factors had affected these outcomes, needless to say. The states had taken very different approaches with regard to their young people, but ended up in almost identical places as far as their coronavirus tolls.

Other tolls would be harder to assess, in a year of so much damage done, in so many ways. “There's too much hurt," Espinoza said as I headed out of her house after our conversation. “There always seems like there's something new to cry about."

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