John Thompson, teacher and historian, has been investigating the track record of Superintendents “trained” by the unaccredited Broad Foundation.
He writes:
Across the nation, educators have seen the harm done to public education by Broad Academy superintendents. But what do we see when we take a step back and think through their patterns of behavior? And what do we see when looking at Oakland, for instance, where four Broad graduates have run the district? When Broad focuses so intently on one school system, what does the record of its leaders say about education “reform?”
Perhaps the most powerful indictment of an Oakland-connected Broadie, Antwan Wilson, was written by conservative reformer Max Eden, who is one of the many new critics of the data-driven micromanaging which Broad exemplifies. This is crucial because more and more reformers are acknowledging that their accountability-driven theories have failed; apparently, these corporate reformers are now gambling everything on choice, and placing their bets on charters that don’t face the oversight that once was contemplated by many neoliberal reformers.
And that is the first obvious pattern which emerged from Oakland. Before the first Broad manager (Randy Ward) was appointed, Oakland had 15 charters. Six years later, after Oakland experienced three Broad superintendents, it had 34. By the time Antwan Wilson left, the district had 44. As was explained in 2016 by the New York Times Motoko Rich, Wilson faced “a rebellion by teachers and some parents against his plan to allow families to use a single form to apply to any of the city’s 86 district-run schools or 44 charter campuses, all of which are competing for a shrinking number of students.” The likely scenario was that the common application form would result in a New Orleans-style charter portfolio model.
Second, the Oakland Broad experience provides another example about the way that their corporate reformers are untroubled by behaviors that most people see as scandalous. Its four Broad leaders all came with a history of dubious behaviors, or when they left they were caught up in questionable activities.
Vincent Matthews (Broad Class of 2006) had been the principal of a Edison Charter Academy in Noe Valley which had been in danger of losing its charter because it had been criticized for pushing out black students with low test scores. Kimberly Statham (2003) had resigned as chief academic officer of the Howard County Schools following allegations of a grade changing scandal involving her daughter.
http://www.sfexaminer.com/incoming-sf-schools-superintendent-takes-measured-stance-charters/
http://www.baltimoresun.com/bs-mtblog-2007-10-where_are_they_now_kimberly_a-story.html
Randy Ward (2003) left Oakland for San Diego where he resigned, after being placed on administrative leave. The San Diego County Office of Education had been thrown into turmoil as a forensic audit examined “concerns related to certain expenditures and compensation” for top education officials.
I’d add an observation about one controversy involving Michelle Fort-Merrill, “a close confidant to former superintendent Ward,” who earned a salary of $161,000. A whistle-blower won a civil lawsuit after accusing Fort-Merrill and others of “playing favorites with public education money by awarding lucrative legal contracts to friends.” He successfully claimed that his due process rights were violated.
When Fort-Merrill was terminated, she sued saying her due process rights were violated. Isn’t it hypocritical for corporate reformers to use charter expansions and data-driven evaluations for an all-out assault on educators’ due process rights while using those rights to protect their huge salaries?
http://www.sandiegouniontribune.com/news/education/sdut-tensions-rise-at-county-office-of-education-2016jul14-story.html
http://www.sandiegouniontribune.com/news/watchdog/sd-me-county-schools-audit-20170714-story.html
https://www.sandiegoreader.com/news/2017/mar/02/ticker-lawsuit-top-lawsuit-office-education/#
Only after Antwan Wilson left Oakland and became Washington D.C.’s chancellor, did his full record become apparent. As Valerie Strauss noteds “It was no secret that when Wilson departed the Oakland Unified School District 2½ years after arriving, he left a budget deficit of about $30 million behind.” But subsequent analyses showed:
While Wilson was superintendent in Oakland, the district overspent its budget in some areas, but spent substantially below budgeted amounts in other categories, according to data from the Board of Education. During the 2016-2017 school year, $10.4 million was budgeted for “classified supervisors and administrators” while $22.2 million was spent, according to the Board of Education. In the same year, $21.4 million was budgeted for professional and consulting services, but $28.2 million was spent.
Wilson spent huge amounts of money, creating new, unbudgeted positions and he paid more than what was customary. Strauss noted, “In 2013, before Wilson arrived in Oakland, only four administrators earned more than $200,000; two years later, at least 26 did.”
But Wilson spent less on books and supplies for classrooms than was budgeted. In 2015-2016, Strauss recalls, “$18.6 million was budgeted, but only $12.3 million was spent, according to board data. In 2016-2017, $20.1 million was budgeted for books and other school supplies, but only $6.8 million was spent.”
https://www.washingtonpost.com/news/answer-sheet/wp/2017/11/21/new-d-c-schools-chancellor-under-scrutiny-for-overspending-in-california-district-he-led/?noredirect=on&utm_term=.26d4816495f4
https://www.chalkbeat.org/posts/co/2018/04/27/antwan-wilson-no-longer-working-as-a-consultant-for-denver-public-schools/
https://www.realcleareducation.com/articles/2018/01/30/books_cooked_at_dc_schools_will_star_chancellor_answer_110250.html
Wilson was forced to resign in D.C. after violating rules when transferring his daughter to one of the city’s most desirable high schools. This followed a Washington Post report that “an internal investigation has uncovered signs of widespread enrollment fraud” at a desirable school.
And these violations were revealed about the time that it was learned that Wilson had been warned of the Ballou High School graduation scandal. Moreover, these revelations followed Washington Post discovery that “the dramatic decrease in school suspension rates was also fake.”
https://www.washingtonpost.com/local/education/dc-mayor-muriel-bowser-called-her-ousted-school-chancellors-action-indefensible-the-chancellor-says-bowser-knew-about-it-for-months/2018/03/05/d909cbc3-6e34-49f8-995f-22e1dd2ea5aa_story.html?utm_term=.1f04bdaca4ee
https://www.washingtonpost.com/local/education/some-dc-high-schools-reported-only-a-small-fraction-of-suspensions/2017/07/17/045c387e-5762-11e7-ba90-f5875b7d1876_story.html?utm_term=.33d5f5ed4ce0
In other words, Wilson, the fourth Broad superintendent of Oakland, found himself in a very similar situation in D.C., being the third in the line of corporate reformers that began with Michelle Rhee. My sense is that the mess he helped create in Oakland illustrates a pattern which is similar to the one that was started by Michelle Rhee. Even if Broad superintendents were not so cavalier about violating the norms of honest behsvior, their data-driven mentality would still create inevitable scandals. Plus, the more that Broad and other corporate reformers double-down on a single district, the more damage will become too serious to be covered up any longer.
For instance, D.C.’s data-driven, competition-driven reforms created “a Culture of Passing and Graduating Students.” A review of FY16-17 DCPS graduates found that 34.% of students graduated with the assistance of policy violations.
Click to access Report%20on%20DCPS%20Graduation%20and%20Attendance%20Outcomes%20-%20Alvarez%26Marsal.pdf
https://www.washingtonpost.com/local/education/before-a-graduation-scandal-made-headlines-teachers-at-dcs-ballou-high-raised-an-alarm/2018/01/06/ad49f198-df6a-11e7-89e8-edec16379010_story.html?utm_term=.d92ab9db4468
Click to access Report%20on%20DCPS%20Graduation%20and%20Attendance%20Outcomes%20-%20Alvarez%26Marsal.pdf
The unraveling of D.C.’s claims of transformational success is crucial because it was once the heart of the Billionaires Boys Club’s vision for American schools. Nobody dared to claim that Oakland was a great success, but as the Motoko Rich’s article articulates, it became the “Heart of Drive to Transform Urban Schools.”
Not only did Broad train four of Oakland’s superintendents, but:
It has granted about $6 million for staff development and other programs over the last decade. The Broad Center, which runs the superintendents’ academy, has subsidized the salaries of at least 10 ex-business managers who moved into administrative jobs at the district office.
Broadies may have had “modest success in raising student achievement” but in the environment they created there is no reason to believe that those “achievement” gains are real. It failed to solve the district’s financial problems, and it dramatically expanded charters.
So, what is next?
Broad has been helping to fund the campaigns to elect its corporate reformers in elections throughout California. Its failure to improve Los Angeles, Oakland, and other districts is interpreted as more evidence against public education norms. Rather than admit that their social engineering has failed, Broad et. al are doubling down on the edu-politics of destruction.
