Archives for category: Corporate Reform

Jennifer Berkshire, expert education journalist and co-author of A Wolf at the Schoolhouse Door, writes in The Nation about the forces driving teachers out of the schools.

She interviewed many teachers who explained why they were leaving. Some cited ”the bad teacher” narrative promulgated by Arne Duncan and his insistence that teachers be evaluated, based on their students’ test scores, which is both ineffective and inaccurate. His and Obama’s “Race to the Top” was deeply demoralizing to teachers, and it accomplished nothing positive.

She begins:

Neal Patel survived teaching in the pandemic. It was the culture wars that did him in.

In the fall of 2020, Patel added two flags to the wall of his science classroom in Johnston, Iowa. Now, alongside images of energy waves and the electromagnetic spectrum were the Gay Pride rainbow flag and a proclamation that Black Lives Matter. The flags, says Patel, represented the kind of inclusive space he was committed to creating, sending a signal to all students that even in this conservative suburb of Des Moines, there was a place for them.

School administrators supported him—on one condition. “They’re just there as decoration,” Patel says. “The only time I discuss the flags is when a student asks me about them.”

Patel assumes it was a student who snapped a picture of the display. Somehow it ended up on the Facebook page of a conservative state legislator. Representative Steve Holt, who lives 100 miles from Johnston, pointed to the flags as evidence of creeping left-wing indoctrination in Iowa’s schools and encouraged his constituents to take a stand. Patel says he was shocked by the attention, then upset: “Holt thinks it’s a political issue to try to create an inclusive environment, and he’s using that to try to further divide our community.”Johnston has grown only more divided since Patel became Facebook fodder. At a school board meeting last fall, members debated whether to ban two books on race, including one by the Native American writer Sherman Alexie, after parents complained. The president of the Iowa State Senate, who represents a neighboring county, took the mic during the public comment period, calling for teachers who assigned “obscene” material to be prosecuted. Patel was in the crowd that night, to lend support to minority and LGBTQ students who’d come to speak out against banning the books. And he had an announcement of his own to make: This year would be his last as a teacher in Johnston.

The Obama administration made matters much worse for teachers when it imposed test-based evaluation as the heart of its “reforms.”

The thinking went something like this: Make teacher evaluations tougher, and teaching would get better, which would mean higher student achievement, more students graduating from college, and ultimately a country better able to outsmart China et al. “Tougher” meant holding teachers accountable for how their students fared on standardized tests…

In 2010, Colorado became one of the first states to enact a high-stakes teacher evaluation law; by 2017, nearly every state had one on the books. While the pandemic may have disrupted everything about schooling, policies like Colorado’s Senate Bill 10, with its 18-page evaluation rubric and 345-page user guide aimed at weeding out bad teachers, remain in place.

For Shannon Peterson, an English language acquisition teacher in Aurora, that meant leading her students through a writing exercise last fall as her principal observed. Peterson’s students, many of them immigrants who live in poverty, bore the pandemic heavily, she says: “The kids are stressed, all of their writing is about anxiety, and attendance is way down.”

To her delight, the students responded enthusiastically to the writing prompt she’d come up with: comparing and contrasting the Harlem Renaissance and Black Lives Matter, and how the entertainment industries in their respective eras related to both. In a year of stress and struggle for teachers and students alike, here was something to celebrate. “Excellent writing came out of this,” Peterson says.

Her principal wasn’t convinced. Peterson, he felt, hadn’t done enough actual teaching during the observation. “I just don’t feel comfortable checking off these boxes,” he told her.

The previous year, when the cash-strapped school district had offered teachers buyouts to leave, Peterson turned it down: “I felt an enormous obligation to go back for the kids and my colleagues.” After her evaluation, though, Peterson had reached a breaking point. She quit a week later, walking away from a career that spanned 23 years, 18½ of them in Aurora. “I’m not a box,” Peterson says.

Two weeks after Peterson resigned, a major study came out: The decade-long push to weed out bad teachers had come to naught. The billions of dollars spent, the wars with teachers’ unions, and the collapse in teacher morale had produced “null effects” on student test scores and educational attainment.

Please open the link and read the study. Billions of dollars wasted on ineffective and demoralizing teacher evaluations that produced tons of data but nothing else.

Back in the early days of charter schools, their advocates imagined that most would be run by teachers or local educators with a passion to run their own school. The charters would be innovative and accountable, working closely with public schools to share good ideas.

That was then, this is now.

No one back in the late 1980s envisioned huge charter chains like KIPP.

Nor did they imagine the emergence of for-profit chains owned by entrepreneurs.

Nor did they imagine that a state like Nevada would have most of its charter school students in schools managed by Academica, a Florida-based for-profit chain.

Academica’s politically connected owners have amassed over $100 million in Florida real estate. Real estate: that’s where the profit is. Running charters schools is a lucrative business, especially if you have influential friends and family in the legislature.

When a bright young man or woman gets an idea to replace experienced educators with inexperienced tyros and is quickly funded by billionaire foundations, you can guess that the ultimate goal is privatization. For one thing, the enterprise rests on a base claim that “our schools are failing,” and that experience is irrelevant and probably harmful.

Tom Ultican recounts the origin story of one such organization: New Leaders for New Schools.

The idea was so spot-on that the organization attracted millions of dollars from the plutocrats of privatization: Eli Broad, Bill Gates, the Walton Family Foundation, and many more.

Where are the miracle schools led by New Leaders? That’s a hard question to answer.

What Ultican demonstrates is the continuing relevance of New Leaders for New Schools. One of its illustrious graduates was behind the recent decision by the board of the Oakland Unified School District to resume closing schools, despite overwhelming opposition by students, parents, and educators.

Oakland parent Jane Nylund tells the story of creeping privatization in her city. The Oakland School Board will vote tonight on whether to close another 10 schools. To understand the background, read this article.

She writes:

Lest we all forget, from six years ago, here was the plan: 50% of our kids into charter schools. https://capitalandmain.com/oaklands-charter-school-tipping-point-0531 And now, it looks like that plan is coming to fruition. You are following the privatization playbook to the letter.

When the well-paid accountants arrive and show a slide comparing OUSD to other districts of similar enrollments/SES, and make the simplistic assumption that OUSD has too many schools compared to the others and that we have to be just the same, here’s what you are really saying.

Lesson 1) High poverty children don’t deserve smaller schools and class sizes, anywhere in the state of California, unless it’s a charter.

Lesson 2) It isn’t acceptable for a high-needs district to appear to have it “better” than the others with smaller schools. Smaller schools are meant for wealthy people.

Lesson 3) Because we don’t have the political will to invest in the other comparison districts, we need to continue to disinvest in Oakland instead, thus creating “equity” at the bottom. Nothing new, we’ve been doing that for years. See Lesson #1.

Lesson 4) It’s okay to let Bill Gates experiment with small schools for our kids, until he becomes bored and pulls funding.

Here is the equivalent of that purported “savings” that really isn’t:

1) Recent HQ pay for two years. OUSD used to have 14 positions at $200K+; in 2020 they had 47.2) Lease at 1000 Broadway3) Cost of a new school site kitchen

So, by closing all these schools, OUSD can now have the cost equivalent of a kitchen. Maybe.
Turn this entire idea on its head. The continued austerity measures for high-poverty districts like Oakland are a clear message to these families that they don’t deserve a mix of schools, like, say, San Francisco.

Have you ever looked at the school mix in San Francisco, our neighbor across the bay? You should. I recently noted that they have a mix of 122 schools, give or take. They have 14% charter enrollment, and several comprehensive high schools. They also support a mix of much smaller schools from 100-500 kids each, of all types. They don’t use an “ideal” size. That doesn’t exist, and research bears that out, no matter how many presentations and how many consultants you pay to come up with an “ideal” number. So, if you are arguing that Oakland has too many schools, then you need to head over to SF and advise their board to also close schools. Oh, that’s right, they have wealthy families there. Don’t want to rock the boat. See Lesson #2

The accountants never look at San Francisco as a comparison district because of socio-economics, but SF still comes in at 57% FRPL. Clearly, San Francisco does something we don’t, even as elite San Franciscans are trying to shut down their elected school board. The obvious answer is that San Francisco is not a top-heavy, privatized, portfolio district.

No one in OUSD, FCMAT*, or local and state government has ever answered the obvious question: find me a comparison district in California, the same as ours, that has all the community services/pay/benefits/supports/enrichment as a result of having 40-50 schools. This nonsensical premise is what you are trying to sell us. What is a model district that you can reference that has successfully achieved and implemented this accounting miracle? Stockton, Sacramento, Long Beach? Where?

Answer: none of the above. You can’t find any high-needs district that has all of this because it supports a magical number of 40-50 schools. So you are asking us to just go along to get along with Stockton, Sacramento, and Long Beach, and many others. All that “savings” simply evaporates, along with enrollment, and the status quo remains. It is truly mind-blowing that you are promising community schools to magically appear, when there is no other district model in the state that supports this idea that you can close dozens of schools, and expect tax dollars to rain down upon school sites. The consultants will be falling all over themselves to be first in line for the money grab. It would be laughable if it wasn’t such a tragedy.

Go back to my point #1 in case you forgot about the entire argument about why this exercise isn’t about children. It isn’t about savings. It isn’t about more money for school sites. It isn’t about teacher pay. It’s about not having the guts to stand up to bullies like FCMAT and their state overlords.

It’s about taking the easy way out because of a “belief” system. It’s neat and tidy, and pencils out nicely. But once you put down those pencils, the disaster you have created for our communities will be irreparable and will change the fabric of the Oakland community forever. But John Fisher doesn’t care. The chaos will make it that much easier for the luxury A’s stadium to go in. But you already knew that.

*FCMAT=Fiscal Crisis Management and Assistance Team

The public schools of Oakland, California, are being slowly strangled by the growth of charter schools. The school board is discussing the potential closure of some 20 schools. Parents are outraged. Teachers are outraged; they have threatened a hunger strike.

Tina Andres, a teacher in California and a member of the board of the Network for Public Education, wrote the following account of the most recent board meeting, conducted by Zoom.

Mike Hutchinson, Oakland School Board sounded the alarm among the community in regards to a hasty plan to close numerous schools at the end of this school year. The plan was devised in secret and according to Mike, even the board members didn’t know about it until the report was given to them. Mike has been leading the charge to inform and mobilize the community quickly. On Monday night, nearly 2,000 people at one point had joined the Special Session of the Board to discuss these closures.

 
Recent articles about the school closures: 


https://www.sfchronicle.com/bayarea/article/We-will-not-eat-Teachers-declare-hunger-16821032.php

https://www.kron4.com/news/bay-area/oakland-unified-school-district-considers-closing-some-schools/

https://www.ktvu.com/news/oakland-school-board-to-review-consolidation-plan-as-parents-demand-input?fbclid=IwAR2M7BjjLEdwTQ8o0C9UjTJEVDRkd2NcmMXVUt9F-IxiOMRdwnKxovHCYWY

This comment from Rashida Chase sums up the sentiment I heard as I listened to the meeting for four hours. Community members, teachers and students spoke against these closures for hours and hours. 


“I watched the superintendent gaslight the whole community about the reasoning for this, they brought in some bullshit consulting group from Southern California who gave a HORRIBLE presentation and whose math wasn’t matching, and then…then we realized HELLA (a hell of a lot of) students couldn’t even get on the meeting because the district has not updated zoom on their chrome books.

Y’all!!! These people are really trying to close or merge almost TWENTY schools in the middle of a damn pandemic as if we all haven’t suffered enough trauma!!! One of the school board directors who is behind these closures tried to discourage further commenting by saying she “doesn’t do her best work at night”. Then you’re in the wrong damn job girl! She is a disgrace to this community and so are the other directors who would even think to bring forward such a possibility in this time. I’m still waking up and pissed tf off so I haven’t gathered all my thoughts, but thank God, universe, Spirit, Ancestors, whoever you wanna thank for Mike Hutchinson for being a real one and making sure the community knew about the boards plans that they tried so hard to keep under wraps. We HAVE to support him and candidates like him in the fall to ensure that more of this doesn’t continue. All this on the eve of Black History Month. Aiight, more later but gaaaahhhhh damn Oakland, every day you give me more reason to want to leave.”

When I was writing The Death and Life of the Great American School System: How Testing and Choice Are Undermining Education (2010), I researched the history of merit pay. I learned that it has been tried again and again for a century, and it has always failed. Business-minded people think that the lure of a bonus will force teachers to work harder and get better results. But merit pay doesn’t work. Its main effect is to demoralize teachers. Michael Bloomberg tried it in NYC, and it failed. It was tried in Tennessee from 2007-2010 with a fat bonus of $15,000. It failed there too. Wherever it was tried, it failed. The theory is wrong, and as the great W. Edwards Deming argued, it doesn’t work in business either.

In 2010, I was invited to meet with the Domestic Policy leadership at the Obama White Housek (Melody Barnes, head of the Domestic Policy Council; Rahm Emanuel, President Obama’s chief of staff; and Roberto Rodriguez, the President’s education advisor). They asked me what I thought of the Common Core standards. I suggested that they give it a trial in two or three states and see how it works before rolling it out nationally. They dismissed the thought. They said national standards had to be in place by 2012, before the election. Then they asked what I thought of merit pay, and I said what I wrote here in the first paragraph. They told me that they were releasing $1 billion for a Teacher Incentive Fund. Waste of my time. Probably a waste of theirs too.

I recently ran across this story from Charleston, South Carolina, that appeared in The Post and Courier, the local newspaper, in 2016. It is an obituary for the city’s federal Teacher Incentive Fund grant.

Paul Bowers wrote:

Three years and $11.7 million later, the Charleston County School District doesn’t have much to show for its controversial program that linked teacher pay to student performance.

The Bridge program, devised during previous Superintendent Nancy McGinley’s administration and funded by a $23.7 million Teacher Incentive Fund grant, was supposed to encourage and retain quality teachers by rewarding them financially for good performance. Instead, teacher turnover increased at most of the program’s pilot schools, and internal polls showed that teachers weren’t motivated by the sometimes-paltry payouts.

The district has spent more than half of the grant so far, with only $614,900 going to teacher bonuses since 2013. The bulk has gone to pay consultants and a top-heavy bureaucracy of teacher coaches and evaluators to keep the program running.

The school board voted in February to pay one last round of teacher bonuses this fall and let the federal government keep the remainder of the funds. After that, Bridge will die a quiet death.

Well, quiet for some. For Drayton Hall Elementary teacher Patrick Hayes, the founder of the advocacy group EdFirstSC who has railed against the plan since the district won the grantin 2012, it’s hard not to say “I told you so.”

“It’s absolutely eroded trust and morale. There’s a universal sense that people don’t believe we’re doing our jobs,” Hayes said.

While Hayes said most teachers are comfortable with a principal observing them in class, they were often nervous waiting for the next surprise visit from an evaluator hired by the district office.

“When you get people focused on external rewards, they’re so anxious about those rewards, they focus on that instead of the job you want them to do,” Hayes said. “Overall, the notion that we need the adults to feel more nervous so that the kids will do better is flawed.”

McGinley declined to comment for this story.

Bridge started as a pilot program in 13 high-poverty, high-turnover schools, including North Charleston High and Burns Elementary. Using a formula based on student test score improvements, classroom observations and state evaluations, the district started doling out yearly bonuses of $1,000 to $4,000 for high-performing teachers and school administrators at those schools.

According to the timetable for the federal grant, the district was supposed to start evaluating all of its teachers on the Bridge measures this school year and roll out the raises to every school starting in 2016-17. District Superintendent Gerrita Postlewait estimated in February that the rollout would put a $5 million dent in the district’s already-tight budget next year alone. And once the five-year grant runs out, the district would be on the hook to fund the program without federal support.

School board Chairwoman Cindy Bohn Coats said she didn’t vote to end Bridge because it was an abject failure but because it wasn’t a big enough success to justify the expense.

“With these grants, you have to show such a success that when the grant ends, you’re willing to forgo something you’re doing in favor of that, or find a way to continue paying for it,” Coats said.

Long before Postlewait and the board nixed Bridge, teachers were railing against the program. An October report from the Charleston Teacher Alliance recommended returning the grant money to federal coffers, citing a survey that found just 16 percent of teachers in Bridge pilot schools thought the program was working.

“We are paid for our service, not for its outcome,” said Charleston Teacher Alliance Director Jody Stallings, a Moultrie Middle teacher. “The same is true of soldiers, police officers and doctors, for very good reason. The factors that go into our success depend on so much more than individual effort.”

Stallings said his group tried to convince both the McGinley administration and interim Superintendent Michael Bobby that the Bridge plan was “flawed, wasteful and doomed.” But it wasn’t until after Postlewait took office in July that the tide started to turn against the plan.

Despite Bridge’s many outspoken detractors, a district spokesman wrote that the program “received favorable feedback” when federal Teacher Incentive Fund workers paid a visit in spring 2015. And it did have local supporters, even toward the end.

In November, shortly after taking over responsibility for Bridge from previous district leaders, Project Director Anita Huggins wrote in an email to Postlewait that a panel of five school principals unanimously supported accepting another year’s worth of grant money. Listing some of the principals’ comments, she wrote that returning the funds during an $18 million budget crisis “could be a significant PR challenge” and “could exacerbate CCSD’s culture of ‘not finishing’ anything.”

“Regardless of whether we admit it,” she quoted one principal as saying, “the grant has resulted in an increased awareness of student achievement data.”

By that time, Bridge was already hobbled. In October, the district office had reassigned 10 TIF grant-funded professional development coordinators to school-level positions paid by the General Operating Fund, moving them out of the Bridge program. Postlewait had also begun putting a wide array of district projects under the microscope, from reading interventions to behavior management programs, looking for a “return on investment” to justify their continued existence.

Bridge wasn’t a total loss. The district was able to collect classroom observation and student growth data for “nearly all teachers” this school year, according to a district spokesman, and the program put the district ahead of the curve when the state started requiring all teachers to complete student learning objective paperwork.

Coats said she hopes conversations like the one that brought about Bridge’s demise will become a regular occurrence as the district moves toward a zero-based budgeting system that takes no expense for granted.

“I don’t think Charleston County School District will ever be a truly successful district until we are willing to do that on an annual basis,” Coats said. “Look at programs. Are they working? Should we expand them? Should they continue?”

I am delighted to invite you to join a webinar where the eminent Duke historian Nancy MacLean and I will discuss “Public Education in Chains,” on February 3 at 3 pm EST.

To register, open the link and sign up.

The event is sponsored by Public Funds Public Schools and the Network for Public Education.

Dr. MacLean is author of the brilliant book Democracy in Chains, which documents the Koch brothers’ relentless efforts to privatize government functions.

Leonie Haimson, executive director of Class Size Matters and a member of the board of the Network for Public Education, wrote “a short history” of the rise and meteoric fall of Seth Andrews. He founded a no-excuses charter chain called Democracy Prep, which received adulatory praise from the media and millions of dollars in grants from foundations and the federal government. He moved in the top Ed reform circles. He knew all the key players. He was one of them.

After Andrews invited Leonie to tour his charter school, she wrote:

I found him an intriguing character, obsessively throwing a rubber ball against the wall while we walked through the halls of the school, and never taking off his baseball hat though the network had a rigid dress code for students, who were forbidden to wear hats, wear the wrong color socks or the wrong kind of belt.  When we were touring the school, he stopped one student in the hall and berated her for having her Uggs showing. I wondered how long he would last at his own charter school before being suspended or pushed out.  I later learned that his baseball hat was something of a calling card for Seth, and it is even mentioned in the indictment document.

Democracy Prep  is a “no excuses” charter chain, known for its strict disciplinary practices and high attrition rates.  I questioned him about their demerit system which called for keeping students after school for small lapses of behavior, to sit in a room silently, without being able to read or do homework.

But then he was arrested for embezzlement of more than $200,000 from the bank accounts of the charter he founded. His schools were allegedly teaching civic virtue. He is not an exemplar of civic virtue, nor of following the rigid rules he set for his students.

Donald Cohen is the executive director of “In the Public Interest” and co-author of an important new book The Privatization of Everything. He titled this column, which originally appeared in the Washington Post.

He writes:

Reforming public education with market-based reform is “like using a hammer to cook an omelet”

Trying to fix public education with market-based reform is like using a hammer to cook an omelet. It’s just the wrong tool.

That’s one of the main points in The Privatization of Everything, a new book that I co-authored with Allen Mikaelian, which explains why market rules don’t apply to every single aspect of human activity—including education.

The recent announcement by former New York mayor Mike Bloomberg that he’s investing $750 million to expand student enrollment in charter schools was a harsh reminder that the decades-long experiment with market-based education reform isn’t working. Charter schools have been in existence for decades, but they haven’t proved to be the panacea their supporters claimed.

To the contrary, many communities see charter schools (and voucher programs) as harming district schools that educate most American schoolchildren.

That’s why what a growing number of public schools are doing to actually improve educational outcomes—and create strong ties among families, students, educators, and communities along the way—is so promising and refreshing.

Over the past few years, public schools from places as diverse as the suburbs of Tampa and Los Angeles have been implementing what’s called the “community school” approach.

Community schools bring together local nonprofits, businesses and public services to offer a range of support and opportunities to students, families and nearby residents. Their goal is to support the entirety of a student’s well-being to ensure they are healthy, safe and in a better position to learn.

These benefits then extend to the surrounding community—which has been especially crucial during the pandemic.

Like, Florida’s Gibsonton Elementary, which organized an effort to have the local government install new streetlights near campus, immediately increasing attendance—which, among other things, helped improve test scores.

And Texas’s Reagan High School, which doubled enrollment, increased graduation rates, and avoided closure by launching mobile health clinics and parenting classes, changing its approach to discipline, and expanding after-school activities.

And so many more community schools around the country.

Many of these schools are succeeding because the community school approach treats public education as the public good that it is. Like with coronavirus vaccines and other public health measures, no child should be excluded—there should be no winners and losers.

In his recent op-ed for the Wall Street Journal, Bloomberg concludes, “We need a new, stronger model of public education that is based on evidence, centered on children, and built around achievement, excellence and accountability for all.” I agree.

Read the full version of this article in the Washington Post.

You can buy The Privatization of Everything: How the Plunder of Public Goods Transformed America and How We Can Fight Back at your local independent bookstore or from Bookshop.org.

Stay in touch,

Donald Cohen
Executive Director
In the Public Interest

Paul Bowers was the education reporter at the Charleston Post and Courier. He wrote this post at my request. A reader alerted me to the billionaire-driven attack on public schools in Charleston, and I had the good fortune to find the journalist who knew the story.

Paul Bowers writes:

Every few years, South Carolina becomes a battleground for school privatization. It looks like 2022 is going to be one of those years.

Back in the 2000s, the New York real estate investor Howard Rich backed a series of South Carolina candidates pushing school vouchers, which would funnel public education funds into private schools. More recently, we have seen efforts by Gov. Henry McMaster and the state legislature to create a Tennessee-style “turnaround district,” to deregulate for-profit online charter schools via authorizer shopping, and to divert federal COVID-19 relief funds from public schools to private schools. Teachers and parents have had to fight these advances tooth and nail and have so far kept most of the damage at bay.

Lately it seems like the tip of the spear for privatization efforts in South Carolina is the Charleston County School District, a starkly segregated and unequal district anchored by a world-renowned tourist destination. The Charleston County School Board is scheduled to vote Jan. 10 on a proposal called “Reimagine Schools” that would allow a private third party to make decisions at 23 predominantly Black schools. I thought now would be a good moment to revisit the history of school board power struggles and dark-money campaigns in Charleston County.

The pressure to privatize the governance of public schools often comes from two of South Carolina’s billionaires, the chemical manufacturer CEO Anita Zucker and the debt collection agency CEO Ben Navarro. Sometimes working in tandem, sometimes independently, Zucker and Navarro tend to promote more charter schools and private takeovers of public schools.

Zucker and her advocacy organization, the Tri-County Cradle to Career Collaborative, were involved in a 2015-2016 effort to create a “turnaround district” at the state level, modeled after failed efforts in Tennessee, Louisiana, and Michigan. The proposal involved lumping the state’s lowest-performing schools into a new district and bringing in third-party operators to manage them. Similar bills were introduced in Georgia and North Carolina around the same time, but the idea never received serious discussion in the South Carolina Statehouse.

Navarro is best known nationally for his failed 2018 bid to buy the Carolina Panthers NFL team. In the financial world, he is known for his Sherman Financial Group, a privately owned firm that filed more lawsuits against defaulted credit-card debtors than others in the industry during COVID-19 lockdowns, according to a recent Wall Street Journal investigation.

In the arena of education, Navarro is known for his private Meeting Street Schools, which are sometimes lauded as a model for improving the test scores of low-income students from at-risk communities. Since 2014, Meeting Street Schools has entered unique public-private partnerships with South Carolina public school districts, starting with the takeover of two elementary schools in North Charleston.

With a boost of private funding, the schools invest in wraparound services for students and their families, offer additional psychological support, place two teachers in each classroom, and operate on an extended school day and academic calendar. Those practices have a proven track record of success, but most schools in South Carolina lack the funding to carry them out.

Meeting Street Schools also heavily recruit staff from Teach for America and KIPP, and they preach the trendy mid-2010s gospel of “grit” – in fact, the disciplinary model is so gritty that one Meeting Street-run elementary school suspended one-quarter of its students in a single school year. Before opening the schools under new management, Navarro sought and received a special exemption from the state’s employment protections for teachers. As a result, Meeting Street principals can hire and fire teachers at will.

Navarro is also closely associated with the Charleston Coalition for Kids, a dark-money group that emerged in 2018 and immediately outspent all other donors combined on advertising for a slate of school board candidates. Much of the Coalition’s funding and spending is hidden from public view thanks to state election law and the group’s nonprofit status, but FCC records reveal it spent at least $235,000 on TV commercials alone in the run-up to the 2018 school board election – four-and-a-half times what all of the candidates combined raised for their own campaigns. (Local activists estimated the Coalition’s spending on Facebook ads, billboards, and other media might have cost additional hundreds of thousands of dollars.)

The Coalition spent big on the school board election again in 2020, investing $306,000 on TV commercials, including attack ads against two Black incumbents. Today 6 of the 9 sitting Charleston County School Board members have received backing from the Coalition.

A number of national organizations have taken an interest in Charleston school politics as well, including 50CAN (formerly StudentsFirst) and the Broad Foundation.

After failing to create a statewide turnaround district in 2016, the 50CAN affiliate SouthCarolinaCAN shifted its focus to the local level – specifically to Charleston County. When I interviewed then-Executive Director Bradford Swann in December 2016, he said his organization would be focused on “grassroots organizing” via a 5-month fellowship program for parents.

The result was Charleston RISE, a parent advocacy group that also operates a parent help hotline. Billboards advertising its services have appeared all over the county, particularly in low-income neighborhoods. Charleston RISE trainees were among the founding members of the Charleston Coalition for Kids when it launched in 2018. Some RISE members said they helped vet school board candidates for the Coalition.

Currently the Charleston County School Board is deciding how to spend its share of the COVID-19 recovery funds provided under the American Recovery Act’s ESSER III program. Multiple local nonprofits submitted proposals on how to spend the money, but only one has gotten a public hearing.

On Monday January 10, the school board will vote on a proposal called Reimagine Schools that would target 23 low-performing schools in low-income and majority-Black parts of the county. Leaning on a “Schools of Innovation” law recently expanded by the state legislature, the proposal would authorize a takeover of individual schools by an unidentified “Innovation Management Organization.” The Schools of Innovation law also allows a school to hire up to 25% of its teachers in certain subject areas without a state teaching license.

The organization that proposed the Reimagine Schools plan is the Coastal Community Foundation, a relative newcomer to school board lobbying. The foundation and its CEO, Darrin Goss Sr., have promoted the Meeting Street Schools public-private partnership model as a way of getting around “bureaucratic” regulations. (Complicating matters further, the Coastal Community Foundation also administers an investigative fund and Education Lab for the local daily newspaper, The Post and Courier.)

The 9-member school board gave the Reimagine Schools proposal initial approval by a 6-3 vote in December without holding any community input sessions about it. All 6 members who voted to approve for the proposal had been endorsed by the Charleston Coalition for Kids.

Whatever the Charleston County School Board decides, the privatization push will continue in parallel at the state level. The state superintendent of education post is up for grabs this fall, and the first candidate to announce her run was Ellen Weaver, a charter school advocate with the conservative Palmetto Promise Institute. A central proposal in her platform is the creation of an Education Scholarship Account, a modified private school voucher program.

Sound familiar? If at first they don’t succeed, they give it a new name and try again.

***

Paul Bowers is a parent of 3 public school children in North Charleston, South Carolina. He was The Post and Courier’s education reporter from 2016-2019 and was part of a team that won the 2018 Eddie Prize from the Education Writers Association. Find him on Twitter at @Paul_Bowers and read his work at brutalsouth.substack.com.