By Post Staff

A recent show on radio station KPFA 94.1 featured a discussion about the racialized threats to less affluent urban public school districts as state authorities pressure school leaders to take out bailout loans to resolve budget shortfalls. These loans come with draconian terms that eliminate the authority of voter-selected school boards and impose extreme austerity measures, including the closure of many schools in poorer neighborhoods.

A dozen mostly minority school districts have been forced under state control in the past 20 years, including the Oakland Unified School District. At present, Sacramento City Unified School District (SCUSD), an ethnically and racially diverse district of about 42,000 students, is the target, but the district’s school board and the community are fighting back.

Speaking on the July 15 show, “Education Today,” hosted by education professor Kitty Kelly Epstein, Taylor Kayatta, a certificated public accountant (CPA) who serves as the first vice president of SCUSD, spoke about the ongoing struggle of their board and community to keep SCUSD from being taken over.

“There’s been pressure on my school district for over a decade now; there’s a feeling (from the state) that we’re intrinsically broken, that we cannot manage our finances,” said Kayatta, who has two elementary students in SCUSD.

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“It reached a fever pitch a couple of years ago before COVID; I really felt it as a parent in the community that they were coming for us,” he said.

“Within the past year, they’re back at it again,” he said. “The pressure right now to accept a state loan is something I am not sure I could even describe.”

He said that the outside authorities would not even allow the board to hire its own financial adviser to help find solutions; the state takeover is the only option they want.

“We have a county superintendent in Sacramento County (who) has been on the job for decades. It’s been his mission, in my opinion, that something is wrong with Sac City Unified, that we are the problem child; we need outside control, (and) we shouldn’t be running ourselves,” said Kayatta.

In a district where enrollment is slightly declining, and many students have complex educational needs, SCUSD does face financial difficulties, he continued.

“There’s going to be challenges with the budget in the long term, but I think we need to address that in a way that is community-driven, with the community understanding what it means rather than accepting some blanket (imposed) ‘best practice’ that often involves making dramatic, harsh cuts, things like closing schools without plans.

“If you need to make cuts, make them in a way that makes sense rather than just trying to save a dollar this school year,” he said.

For example, closing a school may save a little money in the short run but almost always means loss of student enrollment as families move out of the district, which ends up costing a district more than it saves and can lead to a cycle of decline and demoralization.

Closely allied with the County Superintendent is the Fiscal Crisis and Management Assistance Team (FCMAT), “which has been at the heels of this district as long as I’ve lived in the district,” he said.

FCMAT is a state-funded nonprofit based in Bakersfield that has been granted sweeping authority under state law to pressure school districts to adopt fiscal austerity.

In theory, something like FCMAT would be a good thing, an agency that would help districts that face some financial difficulties, he said. “But my experience and the experience of people in Sacramento is that they’re an outside agency that has its own motivations.”

“They are not about helping you save your budget and helping you get through temporary (issues). They’re more about taking control over a district that they think shouldn’t be running itself.”

A school board is democratically elected and exists as “the people’s voice,” Kayatta said. Local schools need leadership that understands the problems and issues the community faces, “not an outside appointed group of people from Bakerfield who don’t really understand what Sacramento needs,” he said.

Show host Kitty Kelly Epstein, who actively opposed the state takeover of Oakland schools two decades ago, discussed its impact, which formally lasted until OUSD’s bailout loan was repaid in June 2025.

“When a district is taken over by the state, that means the school board loses all their power, which means that the electors, that’s the residents, lose all their power because they don’t get to elect anybody. There’s somebody put in charge, and they make all the decisions.”

“In the case of Oakland, Oakland’s debt could have been solved internally. That was not allowed by the state senator at the time, Don Perata,” she said.

“The actual amount that the district needed was about $37 million, and they were not allowed to use their own money to cover the debt. The loan that was imposed without the will of the people of Oakland was a $100 million. They fired the superintendent, brought in a state receiver, and spent the $100 million on whatever they wanted because there was no participation by people in Oakland,” she said.

“I know it sounds shocking. It was shocking, and Oakland was not the only district. There were others: Inglewood, Vallejo, Compton, said Kelly Epstein.

“The people who often have the least amount of input anyway, because of inequalities and racism in our system, get the little bit of participation that they have in schools, which is to elect a school board, taken away from them.”

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By Sponsored by JPMorganChase

Mercy Housing California and JPMorganChase help neighborhoods—and residents—thrive.

Finding an affordable place to live remains a challenge for many as widespread housing shortages persist across the U.S. Rising home prices and high interest rates have made homeownership inaccessible to a large portion of the population. Meanwhile, as rental demand increases, the number of renters facing affordability challenges is rising.

The State of the Nation’s Housing 2025 by Harvard University’s Joint Center for Housing Studies reveals that cost burdens for renters reached another record high in 2023. Similarly, the JPMorganChase Institute reports that renter affordability is declining, forcing people to devote more of their take-home pay to housing costs. There is a growing need for affordable housing across the U.S., and that rings true here in Oakland.

To close that gap, it’s essential that all Oakland residents share in its growth, with housing options that accommodate a range of needs and budgets. For Mercy Housing California, this meant delivering a concrete solution to the local community, resulting in housing for individuals and families who otherwise might not have been able to live in the area.

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For older adults living on fixed or limited incomes—including seniors who had been without a stable place to call home—The Eliza offers something that can feel out of reach in today’s housing market: a place to belong in the Oakland community where they’ve put down roots. Developed by Mercy Housing California with support from J.P. Morgan, The Eliza brings 97 new homes to seniors aged 62 and older, with 20 of those homes set aside for seniors who were formerly homeless. Here, “affordable” means rents are tied to what residents can actually pay so that a home stays within reach rather than consuming a household’s entire budget.

“As housing costs continue to rise across California, far too many older adults living on fixed incomes face the heartbreaking risk of displacement or homelessness, often for the first time later in life,” said Tiffany Bohee, President of Mercy Housing California. “Here, seniors can age in place independently, access onsite services tailored to their needs, and find a community where they can truly feel at home. Thanks to the commitment of partners like JPMorganChase, we’re helping ensure Oakland remains a place where seniors of all incomes can age with dignity, stability, and belonging.”

“We’re proud of the far-reaching impact this project will have. It reflects Mercy Housing California’s mission to uplift our communities and expands the supply of high-quality, affordable homes,” said James Vossoughi, Community Development Banking, J.P. Morgan. “Every additional housing unit matters—and increasing the number that are affordable is critical.”

A broader commitment to Oakland’s future

While The Eliza is foundational, the vibrancy of a community depends on much more. In Oakland, the firm provides banking services to more than 675,000 customers and works across sectors to expand economic opportunity. Over the last five years, JPMorganChase has invested $35 million in local nonprofit organizations, supported 61,600 small business clients and delivered financial health education to thousands of residents to broaden access to banking, financial health resources, homeownership and other wealth building tools.

“As we work with local stakeholders to expand housing options, JPMorganChase’s goal is to create inclusive economic opportunity for all,” said Dan Schrauth, Managing Director, J.P. Morgan Private Bank and Chair, Bay Area Market Leadership Team, JPMorganChase. “When our communities thrive, we all thrive.”

The journey to close the affordable housing gap continues, with industry leaders like Mercy Housing, Inc. finding a path forward to bring real solutions to the Oakland community.

Locally and nationally, this project reflects JPMorganChase’s American Dream Initiative, a commitment to scaling local housing solutions across the country—learn more at www.jpmorganchase.com/America.

You can also read more about what’s happening in the Bay Area at https://www.jpmorganchase.com/communities/sf-bay-area.

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By Tanya Dennis

For nearly four years, Beverly Shaw fought to bring her husband home.

She watched as David Shaw moved through three nursing homes, became increasingly sedated and repeatedly expressed his desire to return to his wife. Last week, that finally happened.

The National Probate Reform Coalition (NPRC), formed by the Post Newspaper Group in January following years of reporting on alleged abuses within the probate court system, helped Beverly secure the return of her husband, along with the couple’s property and assets.

For NPRC, the Shaw case represents its first major advocacy victory. For David, it means something much simpler: He finally got to go home.

In a letter to the court, Beverly raised serious concerns about her husband’s care at Riverview at the Park Nursing Home.

She alleged that David was frequently heavily sedated and questioned whether his medications were properly documented. She said an aide told her medications were sometimes administered without proper charting, although she acknowledged she had not independently verified that information.

Shaw also said she was unable to obtain David’s medical records and questioned medications he was receiving despite previous medical instructions following his 2023 stroke.

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“I believe David has been subjected to abuse, neglect, and unnecessary chemical restraint,” Shaw wrote.

The allegations are Shaw’s account and have not been independently established. But they raise questions central to NPRC’s mission: Who is watching when a vulnerable person becomes subject to guardianship? Who is accountable when family members say they are ignored? And who makes sure the person under guardianship, not the professionals surrounding them, remains the priority?

“Please let me go home”

Perhaps the most compelling part of Shaw’s case was David’s own voice. Shaw told the court she possesses recordings in which David repeatedly expressed his desire to return home.

After 45 years of marriage and four years apart, Beverly argued that David deserved the opportunity to spend his remaining years at home with his wife, receiving individualized care.

NPRC responded with a “Request for Compassion” letter-writing campaign to Judge Thomas Inman, Associate Circuit judge for Ste. Genevieve County, Missouri. The coalition also helped Shaw pursue appropriate legal filings and engaged with her attorney to press for action.

The court ultimately returned David to Beverly’s custody and restored the couple’s property and assets.

“What we have here is the power of coalition,” said Alee Carrino, an NPRC planning committee member. “We applied pressure from all sides, and it worked.”

The victory comes during NPRC’s eighth month of organizing for probate reform. The coalition advocates for greater judicial and governmental oversight, court ombudsmen, mandatory mediation, transparency in probate billing and stronger protections for elders and disabled people.

The Shaw case sends a powerful message: Guardianship is supposed to protect vulnerable people, not permanently separate them from those who love and care for them.

David Shaw asked to go home. His wife fought to bring him home. NPRC supported her every step of the way, and this time, the system listened.

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