Archives for category: Broad Foundation

In this brief video, Dr. Leslie Fenwick, former dean of the College of Education at Howard University, explains why the “schemes” of corporate reformers always fail. She doesn’t hold back about charters, vouchers, Broad superintendents, and Teach for America.

The video is part of a series of hundreds of interviews of educators, conducted by former teacher Bob Greenberg. He calls his series the Brainwaves Video Anthology. After you watch Dr. Fenwick’s wonderful interview, you should browse his collection. It’s very impressive.

A decade ago, Richard Phelps was assessment director of the District of Columbia Public Schools. His time in that position coincided with the last ten months of Michelle Rhee’s tenure in office. When her patron Adrian Fenty lost the election for Mayor, Rhee left and so did Phelps.

Phelps writes here about what he learned while trying to improve the assessment practices of the DC Public Schools. He posts his overview in two parts, and this is part 1. The second part will appear in the next post.

Rhee asked Phelps to expand the VAM program–the use of test scores to evaluate teachers and to terminate or reward them based on student scores.

Phelps described his visits to schools to meet with teachers. He gathered useful ideas about how to make the assessments more useful to teachers and students.

Soon enough, he learned that the Central Office staff, including Rhee, rejected all the ideas he collected from teachers and imposed their own ideas instead.

He writes:

In all, I had polled over 500 DCPS school staff. Not only were all of their suggestions reasonable, some were essential in order to comply with professional assessment standards and ethics.

Nonetheless, back at DCPS’ Central Office, each suggestion was rejected without, to my observation, any serious consideration. The rejecters included Chancellor Rhee, the head of the office of Data and Accountability—the self-titled “Data Lady,” Erin McGoldrick—and the head of the curriculum and instruction division, Carey Wright, and her chief deputy, Dan Gordon.

Four central office staff outvoted several-hundred school staff (and my recommendations as assessment director). In each case, the changes recommended would have meant some additional work on their parts, but in return for substantial improvements in the testing program. Their rhetoric was all about helping teachers and students; but the facts were that the testing program wasn’t structured to help them.

What was the purpose of my several weeks of school visits and staff polling? To solicit “buy in” from school level staff, not feedback.

Ultimately, the new testing program proposal would incorporate all the new features requested by senior Central Office staff, no matter how burdensome, and not a single feature requested by several hundred supportive school-level staff, no matter how helpful. Like many others, I had hoped that the education reform intention of the Rhee-Henderson years was genuine. DCPS could certainly have benefitted from some genuine reform.

Alas, much of the activity labelled “reform” was just for show, and for padding resumes. Numerous central office managers would later work for the Bill and Melinda Gates Foundation. Numerous others would work for entities supported by the Gates or aligned foundations, or in jurisdictions such as Louisiana, where ed reformers held political power. Most would be well paid.

Their genuine accomplishments, or lack thereof, while at DCPS seemed to matter little. What mattered was the appearance of accomplishment and, above all, loyalty to the group. That loyalty required going along to get along: complicity in maintaining the façade of success while withholding any public criticism of or disagreement with other in-group members.

The Central Office “reformers” boasted of their accomplishments and went on to lucrative careers.

It was all for show, financed by Bill Gates, Eli Broad, the Waltons, and other philanthropists who believed in the empty promises of “reform.” It was a giant hoax.

Thomas Ultican continues his investigation of the tentacles of billionaire reformers, this time focusing on the tumultuous career of John Deasy, who resigned as superintendent of the Stockton, California, school district.

Ultican shows how Deasy rose to become superintendent of the Los Angeles Unified School District, how Justin tenure there was marked by controversy as he walked in lockstep with the Eli Broad-Bill Gates agenda of charter school expansion, high-stakes testing, and huge investments in technology. His controversial decision to spend $1.3 billion on iPads and tech curriculum led to the end of his tenure in L.A.

On to Stockton, where the Mayor and three school board members were closely allied with the billionaire agenda.

A sad and cautionary tale about the destructive billionaire-funded movement to gut public schools.

Ashley McCall is a bilingual third-grade teacher of English Language Arts in Chicago Public Schools. She asked in a recent post on her blog whether we might seize this opportunity to reimagine schooling for the future, to break free of a stale and oppressive status quo that stifles both children and teachers.

She writes:

“What if?” I thought. What if we did something different, on purpose? What if we refused to return to normal? Every week seems to introduce a new biblical plague and unsurprisingly, the nation is turning to schools to band-aid the situation and create a sense of “normalcy”–the same normalcy that has failed BIPOC communities for decades.

In her memoir, When They Call You a Terrorist, Patrisse Khan-Cullors states that “our nation [is] one big damn Survivor reality nightmare”. It always has been. America’s criminal navigation of the COVID-19 pandemic further highlights the ways we devalue the lives of the most vulnerable. We all deserve better than Survivor and I don’t want to help sustain this nightmare. I want to be a part of something better.

What If We Designed a School Year for Recovery?

“What if?” I thought. What if Chicago Public Schools (CPS) did something radical with this school year? What if this fastest-improving urban district courageously liberated itself from narrow and rigid quantitative measures of intelligence that have colonized the education space for generations, and instead blazed a trail for reimagining what qualifies as valuable knowledge?

What if we put our money, time and energy into what we say matters most? What if this school year celebrated imagination? In We Got This, Cornelius Minor reminds us that “education should function to change outcomes for whole communities.” What if we designed a school year that sought to radically shift how communities imagine, problem solve, heal, and connect?

What if this messy school year prioritized hard truths and accountability? What if social emotional instruction wasn’t optional or reduced to one cute poster? What if we focused on district wide capacity-building for, and facilitation of, restorative justice practices?

What if the CPS Office of Social Emotional Learning (OSEL) had more than about 15 restorative practice coaches to serve over 600 schools? What if we let students name conflicts and give them the space, tools, and support to address and resolve them? What if restorative justice was a central part of this year’s curricula?

What If We Really Listened?

What if we made space to acknowledge the fear, anxiety, frustration and confusion students, staff, and families are feeling? What if we listened? What if we made space to acknowledge the anger and demands of students? What if our priority was healing? Individual and collective. What if we respected and honored the work of healers and invested in healing justice?

What if our rising 8th-graders and seniors prepared for high school and post-secondary experiences by centering their humanity and the humanity of others? What if healthy, holistic, interconnected citizenship was a learning objective? What if we tracked executive functioning skills and habits of mind? What if for “homework” families had healing conversations?

What If We Made Life the Curriculum?

What if we recognized that life—our day-to-day circumstances and our response to them—is curricula? It’s the curricula students need, especially now as our country reckons with its identity. What if we remembered that reading, writing, social studies, mathematics, and science are built into our understanding of and response to events every day?

She goes on to describe how this reimagining could infuse the school and the curriculum and the way teachers teach.

School reformers and billionaire philanthropists say they want innovation. Do you think Bill Gates, the Waltons, Eli Broad, Reed Hastings, and their friends would fund districts that want genuine innovation of the kind Ashley McCall describes?

Do you remember General Tata?

After a career in the military, retired Brigadier General Anthony Tata entered the Broad Academy in 2009, launching a new career. He was soon hired as Chief Operating Officer of the District of Columbia Public Schools, when Michelle Rhee was chancellor. Then on to become Superintendent of Schools in Wake County, North Carolina, where a new school board hired him to dismantle one of the nation’s most successfully integrated districts. He managed to alienate and offend enough people so that the board that hired him was soon swept out by voters.

Mike Klonsky picks up the story of General Tata’s career post-education. As a noted Islamophobe and Trumper, he soon caught the eye of Trump recruiters and is in line for a powerful position in the Defense Department.

Klonsky writes:

FAST FORWARD…So quite naturally, who should pop up yesterday as Trump’s proposed appointee to the third-highest post in the Pentagon? None other than Brig. Gen. Tata himself. The job includes managing policy decisions on everything from Afghanistan and the Middle East to China, North Korea, and Russia, as well as artificial intelligence, hypersonic weapons, and more.

Tata would succeed John Rood, who was ousted as undersecretary for policy in February after being viewed as insufficiently loyal to Trump. He could even be next in the line if the secretary of defense and the deputy resigned or were removed.

Only this time, the recommendation caused the shit to hit the fan.

Among his notorious remarks: He called President Obama “a terrorist leader.”

Another notable citizen-rightwing nut job for this itinerant administration.

Amy Frogge is one of the heroes of my book SLAYING GOLIATH. A lawyer, she ran for the Metro Nashville school board with no foreknowledge of the privatization movement. She ran as a concerned citizen and a mother of children in the public schools of Nashville. The privatizers outspent her 5-1, but she won. When she got on the board, she realized that there was a sustained and well-funded campaign to replace public schools with charters. She became a truth-teller, motivated by her deep concern for the common good.

When she ran for re-election, she again faced a well-financed opponent, backed by Gates-funded Stand for Children and DFER. Frogge scored an overwhelming victory.

Amy Frogge is still fighting the fake reformers.

Every school board needs an Amy Frogge, who sees clearly and is not afraid to speak truth to power.

She recently wrote an open letter denouncing Eli Broad and his Broadies.

She wrote:

Dear Nashville (and others),

Please pay attention to those with whom you choose to align yourself on education issues. If you are supporting anyone funded or trained by California billionaire Eli Broad, you can bet you’ll end up on the wrong side of history.

Eli Broad created and funds a blog called Education Post. The folks who run it would like for you to believe they are just activists for low-income families and minority children- but in reality, they are dripping with dirty money. Education Post’s first CEO, Peter Cunningham, was paid $1 million for 2 1/2 years of blogging. Board member Chris Stewart, known online as “Citizen Stewart,” was paid $422,925 for 40 hours a week across 30 months as “outreach and external affairs director.” As author/blogger Mercedes Schneider concludes, “In ed reform, blogging pays juicy salaries.” (For the record, I have never earned a penny for any of my social media posts, of course.)

Paid Education Post leaders regularly try to infiltrate online Nashville education discussions (Nashville is a national target for charter expansion), and Education Post also pays local bloggers to write posts. Local bloggers Zack Barnes and Vesia Hawkins are both listed as network members on the Education Post blog.

Many of the big players in Tennessee were “trained” by Eli Broad through his Broad Superintendents Academy, which recruits business leaders with no background in education to be superintendents- with the purpose of privatizing schools (closing existing schools and opening more charter schools). The current Tennessee Commissioner of Education, Penny Schwinn, is a “Broadie.” Two former heads of Tennessee’s failed Achievement School District (a ploy to expand charter schools without local approval) were Broadies: Chris Barbic and Malika Anderson. Former superintendents Jim McIntyre (of Knoxville) and Shawn Joseph (of Nashville) were also affiliated with the Broad network. Shawn Joseph claimed both McIntyre and former Baltimore superintendent Dallas Dance, a member of Education Post’s network, as his mentors.

The school “reforms” pushed by Broadies all center around profit-making through public education: standardized testing (money for private test companies), computer learning (money for IT companies and cost-savings on hiring teachers), charter schools, vouchers, scripted curriculum that can be monetized, etc. Broadies typically see teachers as expendable and believe teaching can be mechanized.

Since charters and vouchers have become an increasingly unpopular cause, the latest angle is for Broadies to increase the number of (sometimes rigged) vendor contracts for programs and services, as well as consultants, with school districts. Former Baltimore superintendent Dallas Dance went to federal prison for rigging no-bid contracts in a kick-back scheme. In a similar scheme, his mentee (Nashville superintendent) Shawn Joseph was caught inflating no-bid contract prices (in violation of state law) for vendors connected with the recruiter and Broadies who placed him in Nashville through a rigged superintendent search. (See comments for further information.)

Billionaires like Eli Broad who fund school profiteering efforts like to hire/fund people of color to act as front-men for their efforts. This provides the appearance that the push for “school choice” (i.e., charters and vouchers) is grassroots. When these folks are questioned or caught in the midst of wrong-doing, they are able to cry racism. Meanwhile, everyone has their hands in the cookie jar of funding meant to serve children.

The ploys used in school profiteering are particularly nasty- the worst of dirty politics. The goal is usually to smear, humiliate, shame and discredit anyone who is an effective critic of the school privatization agenda. Lots of money is spent on PR for this purpose. (I’ve even been attacked on this Facebook page by a paid “social media specialist” for my opposition to charter schools.)

You’ll notice that the atmosphere tends to become particularly dysfunctional and circus-like when Broadies are in charge or involved. You’ll also notice that Broadies like to push the narrative that locally-elected school boards are too dysfunctional to lead (even when the Broadie in charge is causing all the dysfunction!). This is because Eli Broad and those affiliated with him want no public oversight of public education spending.

So- when you witness education conversations on social media, be sure to figure out who is funding those claiming to promote “school choice” or to advocate for children in poverty. Follow the money, y’all. Always!

SomeDam Poet warns:

The trolls are waiting under bridge
To pounce upon the passing kids
Disguised as broads and billy goats
With candy and with diet kochs

In 1994, the Clinton administration started a small federal program and funded it with $4.5 million to help launch new charter schools. At the time, charter schools were a new idea, and there were not many of them. The first charter school had opened in Minnesota in 1991, and six states passed laws authorizing charters in 1992. In 1994, the idea was too new to have produced results or research. So Congress allocated a measly $4.5 million.

In the 26 years since the federal Charter Schools Program started, the charter idea has burgeoned into an industry with state charter school associations, lobbyists in D.C. and in state capitols, and support from numerous foundations, billionaires, corporations, and Wall Street. There is considerable research about charters as well as controversy surrounding their methods of selecting and retaining or excluding students. Charters now enroll 6% of the nation’s students.

Two things are clear:

1. The charter sector today is very well funded by billionaire patrons such as the Walton Family Foundation, the Bill & Melinda Gates Foundation, the Eli and Edythe abroad Foundation, the Laura and John Arnold Foundation, and Netflix founder Reed Hastings. It has no need of federal funding.

2. Some charters get high test scores (and are accused of skimming to get the “best” students), some get the worst scores in their states, and most get scores about the same as public schools with similar demographics. In the one all-charter district in the nation, New Orleans, about half the schools are rated D or F by the state. Although the charter industry sings their praises, it’s clear that charters have no secret sauce to lift up every child.

Yet despite the fact that charters have a huge number of financial angels with very deep pockets, despite the fact that they do not solve the deep-seated problems of American education, despite their spotty academic record, funding for the Federal Charter Schools Program has grown to $440 million per year.

Under Betsy DeVos, the CSP has become her personal slush fund to help The expansion of large corporate charter chains, like KIPP and IDEA. The original idea that the federal funds would launch entrepreneurial start-ups is long forgotten.

About two weeks ago, DeVos released the latest CSP funds and again favored the big corporate charter chains, which have many millions in reserve and long lists of billionaire patrons.

DeVos handed out the first $200 million to her favorite chain, IDEA, which has no financial need. IDEA won $72 million, having previously received more than $200 million from DeVos. IDEA, you may recall, is known for its lavish spending. Its board approved the lease of a private jet for nearly $2 million a year, but had to cancel the lease because of adverse publicity in Texas, where the chain is based. Its CEO hired a private jet to take him to meet with DeVos in Florida; he was the only passenger. The chain’s executives,lacking their own jet, are allowed to fly first class with their families, not exactly like public school employees on official travel.

The second biggest winner was Mater Academy, which won $57 million. It is affiliated with the for-profit (and very rich) Florida for-profit chain Academica.

The Network for Public Education published two reports about the CSP in 2019, documenting that the program is shot through with waste, fraud, and abuse. About 40% of the charters funded by CSP either never opened or closed not long after opening. The loss of federal funds was $1 billion. The first report—Asleep at the Wheel— is here. The second report—Still Asleep at the Wheel—is here.

Tom Ultican reviewed the two NPE reports and recounted Betsy DeVos’s unsurprising hostile response to them. Why would she relinquish control over $440 million, which helps corporate chains that divert money from public schools and advances DeVos’s long-term goal of wrecking the foundations of public education?

It is ironic that the Trump administration in its now forgotten budget for the coming year proposed to eliminate the federal Charter Schools Program by folding it and 28 other federal programs into a bloc grant to the states. At the same time, Trump and DeVos proposed The creation of a multi-billion dollar voucher program. The Democratic-controlled House of Representatives made clear that these proposals were Dead on Arrival. Nonetheless, the charter lobbyists were shocked to discover that charter schools are just a stepping-stone to vouchers for DeVos.

John Thompson, historian and retired teachers, sees signs of disaster in the policies adopted by Oklahoma’s two biggest cities: Tulsaand Oklahoma City. “reform” (aka Disruption) means closing schools. This is a good time to remind readers that SLAYING GOLIATH, to whic he refers, does not say that Go,oath is dead.it says that Goliath (federal policy, billionaires, Wall Street and other agents of disruption) are brain-dead. They continue to advocate for policies that have failed again and again. They have no expectation of making schools better or improving the lives of children. They exercise power and impose failed ideas because they can. Another point to be drawn from this and other accounts: Wherever there is a Broadie Superintendent, anticipate the hiring of other Broadies and a wave of school closings.

Thompson writes:

What’s up with Oklahoma schools? Whether we’re talking about arming teachers or sextupling funding for Education Savings Accounts (vouchers) for private schools, or the latest charter school malfeasance, the controversies surrounding today’s scandals are grounded in pretty predictable, rightwing politics, as well as the Billionaires Boys Club’s technocracy. But the crises in Tulsa and Oklahoma school system are rooted in education policy and they get less attention.

https://www.ocpathink.org/post/trump-stitt-both-support-tax-credit-scholarships

So, I’ll quickly cover the Oklahoma-grown messes, and then address the most serious threats to public education in our state’s biggest cities. I’ll start, however, by hinting at the common cause of our urban school debacles by citing Diane Ravitch’s Slaying Goliath, and her account of how corporate reformers “admire disruptive innovation, because high-tech businesses do it, so it must be good.”

The online, for-profit Epic charter chain got its fair share of 2019 headlines after an Oklahoma State Bureau of Investigation affidavit alleged that Epic Charter Schools’ co-founders, David Chaney and Ben Harris, split at least $10 million in profits from 2013 to 2018. They were accused of aggressively recruiting “ghost students” in order to collect $800 per student from a state learning fund for homeschool students.

Epic recently made news when its lawsuit against State Sen. Ron Sharp, for allegedly making false statements against it, was dismissed.

But there was no need to worry about Epic dropping out of the limelight. In January, 2020, the State Education Department (SDE) fined Epic One-on-One virtual charter school $530,000 for excessive administrative spending.

And Epic just provided another nail in the coffin for the claim that charters don’t advance privatization. The Tulsa World explains, “On top of a 10% cut of every dollar of revenue, Epic Charter Schools is paying its for-profit management company millions more in taxpayer dollars every year for school expenditures that are never audited and which Epic claims are shielded from public scrutiny.” So, the World made another open records request.

Epic’s attorney responded, “Once the funds are paid to the management company, the dollars are no longer public funds and, therefore, the records of the expenditures of the learning fund dollars are not subject to the open records statute.”

Despite Epic’s refusal, the World obtained “other records that show the constant shifting of public dollars for the Learning Fund to Epic Youth Services, the private management company that law enforcement investigators say has made millionaires out of school co-founders David Chaney and Ben Harris.” It reports, “These transfers began at a rate of about $120,000 each, 10 to 13 times per year,” and they grew to “$20.3 million for the 2018-19 academic year.”

Not to be outdone, Dove Academy, which is associated with the Gulen charter chain, returned to the headlines. A 2016 audit by the state found that the foundation which manages Dove Charter School collected around $3.182 million more in lease payments for the Dove Science Academy-OKC school site than original purchase cost. Now, the Dove virtual school is being investigated by the OSBI after the SDE accused it of wrongfully obtaining records of 107,000 children who have never enrolled in Dove schools.

https://oklahoman.com/article/5655421/epic-charter-schools-lawsuit-against-sharp-dismissed

In The Know: The ‘Medicaid expansion showdown,’ Epic charter schools fined, and more


https://www.tulsaworld.com/news/local/education/epic-charter-schools-shielding-million-in-taxpayer-funds-from-public/article_445f6458-c147-5efa-ab29-781c72d64011.html
https://oklahoman.com/article/5655515/oklahoma-department-of-education-reports-dove-to-osbi?&utm_source=SFMC&utm_medium=email&utm_campaign=The%20Oklahoman%20daily%202020-02-22&utm_content=GTDT_OKC&utm_term=022220

Moving from the eye-catching headlines to the policy role of “Goliath,” the decline of the Tulsa public schools has been more gradual. A decade ago, the TPS accepted a Gates Foundation “teacher quality” grant, which was followed by donations from local and national edu-philanthropists. Soon afterwards, Tulsa’s Project Schoolhouse was praised for its community meetings and “creative problem-solving” when closing 14 schools in order to save $7 to 10 million per year.

Back then, the TPS was a better school system than the OKCPS. Last year, however, Oklahoma City borrowed from Tulsa’s methods and language in order to close and consolidate schools to fund “trade-ups” or ways to expand equity.

https://www.publicradiotulsa.org/post/project-school-house-released
https://www.publicradiotulsa.org/post/project-school-house-0

Tulsa had lost 5,000 students and faced a shortfall of over $40 million. The latest headlines have focused on this year’s $20 million in cuts. Schools were closed, janitors lost their jobs, class sizes in elementary schools are to be increased, and the administration reorganized. Since the TPS central office has had 13 Broad Academy graduates, and since patrons have recommended cuts the district’s teacher leadership and central office staff, that plan received more attention than before.

The Hit and Miss of Education Reforms


https://dianeravitch.net/2019/11/10/john-thompson-how-billionaire-reformers-messed-up-the-public-schools-of-tulsa/

Ever since NCLB used school closures as an accountability tool, some reformers have been devoted to that disruptive policy. Mass closures are often seen as praiseworthy examples of running schools in a businesslike manner. And they provide opportunities for major administrative reorganizations. So, it should be no surprise that Superintendent Deborah Gist chose to save $5 million by cutting 90 jobs, but not in a straightforward manner. One would ordinarily think that budget cuts, closures, and staff reductions would be enough of an “extraordinarily difficult” challenge. However, Gist described her plan as a path to “dramatic progress” and “transforming outcomes.”

National readers don’t need to dwell on Gist’s details but they should note the way she summarized a large part of her plan:

Delete 55 district office positions and 124 school support positions; and … create 51 district office, 136 school support and 20 school-embedded positions. The potential changes, if approved by our board, would impact our Information Technology, Innovation and Design, Finance, Bond, Campus Police, Talent Management and Teaching and Learning teams, and, most particularly, our Exceptional Student Support Services team.

https://www.tulsaworld.com/opinion/columnists/deborah-gist-school-services-must-evolve-to-help-schools-in/article_b2fe5183-1b18-5a7a-8ecd-d906c47a2578.html

A couple of years ago, as the OKCPS rid itself of a Broad-trained superintendent, our district leaders praised Project Schoolhouse’s community conversations, while noting that Tulsa faced a worse mess than we did. Newly elected OKC board members seemed to understand that they had inherited a crisis created by reformers’ commitment to “transformational change.” They focused on building partnerships to provide trauma-informed and holistic instruction; restore counselors, science, music, and art, while moving away from teach-to-the-test; and started towards wraparound student services.

The OKCPS had been saved by immigration, but as it slowed and charters grew, the district lost 700 students per year. It was widely agreed that some schools needed to be closed.

But in a dramatic surprise, the goal of disruptive transformational change took over. The OKCPS used a school closure process, known as Pathways to Greatness (P2G), to “reinvent” schools. It closed 15 buildings and reorganized most of the rest. Again, national readers will be less interested in the details than the impossible length of the “to do” list that the district adopted.

It was supposed to be a virtue of P2G that it will:

Will impact every student, staff member and family in OKCPS … Our plans would likely include big changes such as new school boundaries, school consolidations or closures, the way grades are structured for Elementary, Middle and High School, as well as school buildings being repurposed to meet other needs in the community.

It also required structural changes in reconfigured buildings, the transfer of teachers to staff-reorganized schools, the reorganization of bus routes and hiring additional drivers by the first week of school. The third task proved impossible and resulted in students waiting for hours at bus stops. The district also chose to add to its list by changing application procedures for magnet schools, and reorganizing administrative services for “creating strategic systems and processes that will bring stronger support and accountability at the school level.”

Responding to the widespread backlash that P2G prompted, Superintendent Sean McDaniel said, “This was radical change that upset the apple cart for thousands of people, so we know that there was and still is heartburn and anxiety, and people are upset,”

McDaniel also summarized the additional changes:

We’re invested in this new ILD structure to allow for that additional instructional support. Our new consistent grade bands will provide support, collaboration opportunities. New feeder patterns will allow our students to stay together longer and feel more connected as they move through high school.

OKCPS acting superintendent: ‘We need to talk about feelings’

This year’s OKCPS to-do list has at least 30 big items


https://www.okgazette.com/oklahoma/summer-of-change/Content?oid=6442542

This year’s OKCPS to-do list has at least 30 big items

So, how did P2G turn out?

The disruption almost certainly contributed to an increase in fights and suspensions. The rate of student population decline has doubled. If the district is correct, after P2G, the rate of student loss increased to an average of 1,000 per year over seven years. But the decline could become much worse. A district spokesperson cited research indicating that P2G could follow the pattern in other districts’ reorganizations, possibly resulting in a 10 to 15% drop in student enrollment.

According to the numbers the spokesperson provided, the price tag for such a decline could be about $20 to $30 million in state funding, not including lost federal funds. It would be unclear how much of those costs would be attributable to P2G. But, they would add to $32 million of transition costs which the district acknowledged near the end of P2G FAQ Update in February, 2019.

In other words, the OKCPS followed Tulsa down the path of transformational and disruptive change. Both exemplify the destructive feature which Ravitch documents in Slaying Goliath. My sense is that Goliath chose that path for Tulsa, while the OKCPS is inadvertently stumbling towards that outcome.

In her two previous, ground-breaking books, Ravitch changed the terms of debate over public education. She previously reframed the battle over the “Billionaires Boys Club” which drove “corporate reform,” and “privatization.”

Ravitch once said that her favorite line in my book manuscript was, “Inner-city schools need more disruption like they need another gang war.” (But that was years before editors could have read her full indictment of corporate disruption, and I couldn’t keep the phrase from being deleted.)

Ravitch now characterizes data-driven, choice-driven reformers as “Disrupters.” Across the nation, as well as in Oklahoma, “The most important lesson of the past few decades is that “Reform doesn’t mean reform. It means mass demoralization, chaos, and turmoil. Disruption does not produce better education.”

The second most important lesson for Oklahomans, who had seemed to have beaten back the worst of Goliath, is that we’re like the guy who killed a rattlesnake, but nearly died after being bitten by the decapitated head. In Oklahoma, the future looks much better for most public schools, but the TPS and the OKCPS could become the last casualties of our reform wars.

The complexity of seeking safe and orderly schools

Oklahoma City Public School District announces drop in enrollment


https://www.okcps.org/Page/3746

This is an astonishing report about the destruction and privatization of public schools in Oakland, California, and the billionaires who facilitated the looting of that city. The article by Eugene Stovall appeared in “Black Agenda Report.” The audacity of this attack on public education is astonishing. The mechanism for the destroyers were graduates of the Broad Academy, known as Broadies. Since billionaire Eli Broad gave Yale University $100 million to take charge of his program, someone should warn Yale about its record.

Read it all. It will take your breath away.

Stovall writes:

Eli Broad (rhymes with “toad”) conconcted a scheme to privatize Oakland’s public schools and produce a revenue stream for his billionaire cronies.

Operating unethically and illegally, Broad managers used their training to cripple and plunder Oakland’s schools.”

Eli Broad is a liberal Democrat. He opposes Trump’s Muslim ban, immigration policies and withdrawal from the climate change treaty. In fact, like Democratic billionaires Tom Steyer and Michael Blloomberg, Broad opposes Trump’s entire right wing agenda. However, just as the Trump Foundation created the Trump University scam, the Eli Broad Foundation created the Broad Superintendent Academy, an educational enterprise that has become so successful that it is now associated with the home of the Skull and Bones Society, Yale University. But despite its aura of respectability, the Broad Superintendent Academy is no less a scam than Trump University.

Billionaires Want More

Eli Broad created two Fortune 500  companies, Kaufmann-Broad Homes and SunAmerica Bank. With an estimated net worth of $6.7 billion, Eli Broad ranks as Forbes  Magazine’s 78th wealthiest man in the United States. But like many billionaires who create mechanisms to increase their wealth, Broad created a “non-profit” academy as his entré into the private education market. The Broad Superintendent Academy attracts applicants who willingly pay exorbitant tuition fees for the chance to get placed in a top management public education position. Broad academy applicants do not need educational degrees or teaching certificates. Neither are they experienced teachers or successful school administrators. The Broad academy is uninterested in strategies for improving student achievement and does not teach its students about fundamental educational issues, pedagogies and methodologies. The Broad academy only indoctrinates and commits its students to the privatization of public education and the generation of revenues for private corporations. Broad Academy attendees are taught the disruptive management tactics needed to ignore “best educational practices.” They are taught how to overcome objections when mandating school closures and school property sell offs to the billionaire-owners of private schools. When Broad placed his academy graduates in management positions at the Oakland Unified School District, they left a trail of fiscal mismanagement, budget overruns and demoralized staff, students and teachers. Operating unethically and illegally, Broad managers used their training to cripple and plunder Oakland’s schools.

The Broadies Who Plundered Oakland’s Schools

In 1998, Eli Broad recruited Jerry Brown, the former Governor of California and a former presidential contender, to become mayor of Oakland. Broad needed someone with Brown’s political clout with the Democratic Party to implement his plan to privatize Oakland’s schools. Broad had been a close personal friend of Jerry Brown’s father, Pat Brown, and had financed all of Jerry Brown’s political campaigns. Now Broad realized California’s top Democrat and his control over the statewide Democratic Party machine gave him a unique opportunity to make money from private education.

Broad’s scheme to privatize Oakland’s public education resources required the support of other billionaires capitalizing on the private education market. Netflix founder, Reed Hastings, a Bay Area resident with a net worth of $3.7 billion, was associated with the multi-million dollar Rocketship Charter Schools. The late founder of The Gap, Don Fisher, with a net worth of $3.3 billion, was associated with the Knowledge is Power Program (KIPP), one of the largest chains of charter schools in the country. With a net worth of $3.5 billion, John Doerr, partner in the investment firm, Kleiner, Perkins, Caufield & Byers, the firm that brought Google and Amazon to the market, cofounded the New Schools Venture Fund which sucks public school resources into for-profit K-12 corporations. Another critical partner in Broad’s clique of billionaires was the bishop of Oakland’s catholic diocese, a representative of the multi-billion dollar, worldwide Vatican empire. With its profound interest in co-opting public funds and real estate for its own network of parochial schools, Oakland’s catholic bishop gave Broad’s unholy coalition a solid block of votes that not only put Jerry Brown in City Hall, but changed Oakland’s charter into the ‘strong mayor” form of government, that gave “Boss” Brown the power function as Eli Broad’s “bag man.” In return for its electoral support, the diocese of Oakland received a multi-million dollar cathedral on the downtown shore of Lake Merritt.

Once “Boss” Brown controlled City Hall, Reed Hastings went into action. Hastings funded another charter amendment that gave the mayor the authority to pack the school board with his own unelected appointees. Greasing the wheels of the Democratic machine, Hastings financed the passage of a State Assembly bill that permitted charter schools to operate without  accreditation and to hire teachers without  teaching credentials. Then Hastings funded the Proposition 39 campaign to force local school districts to share revenues with charter schools. “Boss” Brown’s buddy, Democratic Governor Gray Davis, who later was recalled on corruption charges, put Reed Hastings on the State Board of Education. In the meantime, Don Fisher gave Jerry Brown’s wife, Gust Brown, the position of CEO over The Gap Corporation.

Getting Control Of The Schools … And The Money

In 2001, the Oakland Unified School District had a $37 million budget deficit. The district’s fiscal managers decided to resolve the shortfall by borrowing from its construction fund, a practice other California school districts in similar situations routinely used. But Brown and Broad saw the school deficit as an opportunity to advance their scheme.

Brown contacted Tom Henry, CEO of the Fiscal Crisis and Management Team (FCMAT), a firm located in Sacramento and staffed by lobbyists and political hacks. Brown used Henry’s services, on occasion, when he was governor. FCMAT did “hit” jobs for anyone willing to pay. Brown paid Tom Henry to prevent Oakland from solving its fiscal problem. FCMAT lobbied the State Attorney General, Bill Lockyer, the former Democratic Assemblyman from Alameda, to rule that Oakland’s plan to borrow construction funds was a violation of state and local law. Then Henry worked with Don Perata, the State Senator for Alameda County, to lobby a bill through the state legislature that forced the Oakland school district to accept a $100 million loan to cover its $37 million shortfall. In addition, the bill put the Oakland school district under the control of a state administrator to be appointed by Jack O’Connell, the State Superintendent of Public Education. When Jack O’Connell campaigned for state superintendent, he received financial support from Eli Broad’s billionaire cabal. Reed Hastings contributed $250,000, John Doerr $205,000 and Eli Broad, himself, contributed $100,000 to O’Connell’s campaign. With the state takeover of Oakland’s schools, O’Connell agreed to appoint anyone “Boss” Brown wanted. Thus Eli Broad and his cronies got complete control over the $63 million slush fund  forced on the Alameda County tax payers. Jerry Brown described the state takeover as a “total win” for Oakland’s schools. In reality, the state takeover was a total win for Eli Broad and his billionaire cronies. For the tax payers forced to repay the loan and for the Oakland school children whose schools were plundered by malicious billionaires, the state takeover was a disaster.

The Table Was Set And The Feasting Began

The Democratic state superintendent of education, Jack O’Connell, appointed Randolph Ward, a graduate of Broad’s superintendent academy, as Oakland’s state administrator. Ward appointed Arnold Carter, another Broad academy graduate, to serve as his chief of staff. Both state administrators appointed a bevy of Broadies  to fill the Oakland school district’s top management positions. Then Ward implemented Broad’s privatization agenda. He closed public schools and opened charter schools. He created additional management positions for Broad academy graduates and issued multi-million dollar consultation and construction contracts to private corporations. Randolph Ward gave Broad’s billionaire cronies complete access to the $63 million slush fund created by top Democrats, Jerry Brown, Bill Lockyer, Don Perata, Jack O’Connell, Tom Henry as well as other members of “Boss” Brown’s Democratic machine.

When the state took over the Oakland schools in 2002, Randolph Ward fired the superintendent, Dennis Chaconas. When Ward resigned in 2006, Broadie Kimberly Statham replaced him. A year later, Statham left and her chief of staff, Vincent Matthews, another Broadie, took her place.

In 2008, Oakland Assemblyman Sandre Swanson broke with “Boss” Brown and introduced a bill to force the state to relinquish its control over Oakland schools. Eli Broad gave a Sacramento lobbyist $350,000 to oppose Swanson’s legislation, but Swanson’s bill passed and local control was returned to the Oakland School Board. In July 2009, the school board hired Anthony “Tony” Smith as the district’s superintendent.

Smith was not associated with Eli Broad. However, even though local school board resumed control over the schools, Eli Broad was not finished, He funded a front group, Greater Oakland [GO], which financed the election of five Broadies to the Oakland school board. In 2014, the Broadie school board forced school superintendent Tony Smith to resign and appointed another graduate from Broad’s academy, Antwan Wilson , Oakland’s next school superintendent, resuming Broad’s decade-long privatization scheme.

A Decade of Corruption

Under Randolph Ward, Oakland Schools struggled with the overwhelming debt imposed by the Democratic Party machine. When Ward left Oakland, millions of dollars went missing with him. Though FCMAT received a multi-year contract to help manage the debt, Tom Henry provided little substantive support, financial or operational. In 2007, Jerry Brown left Oakland for his cattle ranch in Northern California. In its 2007-08 report, an Alameda County grand jury investigation found that the Oakland Unified School District had been looted.

Between 2003 and 2006, Ward shut down 14 public schools and opened 13 charter schools. He increased the district’s shortfall by nearly $15 million. Ward’s successor, Kimberly Statham, another Broadie, opened 4 charter schools and Broadie Vincent Matthews, who followed Stratham as state administrator, opened 9 charter schools. Under state control, the district’s debt ballooned from $37 million to $89 million while school enrollment, the district’s primary source of funding, dropped from 55,000 in 2002 to 38,000 in 2009. When Assemblyman Sandré Swanson forced the state to return local control, Oakland’s schools had $5.6 million less than what was reported and a total of $9 million unaccounted for and completely missing. But with the return of local control, the district’s fiscal mismanagement problems only worsened. Eli Broad now directed his Broadie school board to support his schemes. 

Antwan Wilson: The Most Corrupt Broadie Of Them All 

When the Broadie school board replaced Tony Smith with Antwan Wilson, it hired a thoroughly corrupt, incompetent and morally reprehensible superintendent to run the Oakland Unified School District. Ignoring all budgetary, ethical and legal constraints, Wilson zealously implemented Broad’sprivatization plan. Wilson overspent the school district budget by overpaying Broadie administrators and conniving with Broadie consultants. In 2015, though the school board authorized only $10.4 million, Wilson paid consultants $22.6 million. The board approved only $7.1 million for administrators and supervisors, but Wilson spent $22.3 million. From July 2014 to January 2015, Wilson spent $22.3 million on district office managers while Smith spent only $13.1 million the entire previous year. From 2013-2014, Tony Smith spent $10 million on classified managers, but in 2015-2016, Antwan Wilson spent $22.3 million. Under Wilson, the number of students shrunk, but spending for administrators and supervisors with teaching certificates grew from $13.9 million in 2013-2014 to $20 million in 2015-2016. Wilson increased spending on outside consultants from $22.7 million in 2013-2014 to $28.3 million in 2016-2017. In Wilson’s last year with Oakland schools, he exceeded the budget for consultants by 32 percent.

These revelations galvanized Tom Henry’s FCMAT into action. Henry immediately lobbied for another state take over even as he collaborated with the Broadie school board to close even more schools and make even more valuable real estate available to billionaire-owned charter schools. But without Boss Brown’s backing, Henry was unsuccessful in getting Governor Gavin Newson’s support for another state takeover.

Open the article and read the ending. It doesn’t get better for the students of Oakland. Eli Broad, Jerry Brown, and their allies used Oakland as their Petri dish. Oakland was raided and looted. Antwan Wilson left Oakland to become chancellor of the D.C.schools, where he was booted out after seeking preferential treatment for his own child. Upon Wilson’s abrupt departure, the mayor of D.C. replaced him with Lewis Ferebee, superintendent of Indianapolis, who is also a graduate of the Broad Academy.