Archives for category: Education Reform

Politico reports that Democrats for Education Reform, the hedge funders’ charter advocacy group, is not happy with the amendments to the platform proposed by supporters of public schools Troy LaRaviere of Chicago and Chuck Pascal of Pennsylvania:

NO CANDIDATE LEFT BEHIND: While Democrats have yet to publish their most recent platform language, education-focused groups are already sniping about it. American Federation of Teachers President Randi Weingarten said the new language “represents a refreshing sea change in its approach to public education” and “makes it clear that Democrats are committed to ending the failed era of test-and-sanction.” AFT is pointing to amendments to the draft language it says were adopted in Orlando during the weekend platform meeting – amendments that voice support for parents who want to opt their children out of standardized tests, demand more accountability for charter schools, and oppose using student test scores in teacher evaluations. All of those stances are favored by teachers unions.

– But Shavar Jeffries, the president of Democrats for Education Reform, called the amendments an “unfortunate departure from President Obama’s historic education legacy” and said that these changes came about because the platform drafting committee “inexplicably” allowed the process to be “hijacked.” Your dutiful Morning Education scribes will post the final platform draft as soon as it’s available.

Michelle Dillingham describes the privatizers’ assault on the public schools of Cincinnati, the best urban district in Ohio. Cinncinatti has spent years developing its community schools model, only to face the reformers’ thirst for power.
She writes:
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Michelle Dillingham is a resident in Kennedy Heights and a member of the Cincinnati Educational Justice Coalition.

It’s no easy task providing public education in a large urban school district these days. The landscape is a literal minefield of tough issues: shrinking funding, misleading state report cards, and competition from vouchers and charters. Yet Cincinnati supports our schools. Taxpayers have made huge capital investments in our public schools; support for renewal levies has increased; and enrollment is up. Young families are moving back into the urban core and want their children to attend neighborhood public schools. Yet despite proving the value of our schools and the Community Learning Center model, and even outperforming every other urban district in the state, it seems we are not immune from the charter industry looking to profit.

The well-funded national anti-public education agenda beats a loud and constant drum – “public schools are failures” – and Cincinnati is no exception. Last March the corporate-backed Accelerator Fund made the case, with the help of a “study,” that CPS schools were not offering enough “quality seats” and parents needed more “choice.” The Cincinnati Educational Justice Coalition immediately called them out for their pro-charter agenda, which they denied.

Recently Accelerator Fund CEO Patrick Herrel introduced Earl Martin Phalen to a Board of Education committee meeting, where he gave a 15-minute PowerPoint presentation asking the board to sponsor a new charter school. Phalen is a fellow at the Mind Trust organization in Indiana, the same organization that Herrel was hired from. The founder of Mind Trust, David Harris, is a national leader in the school privatization movement. They actively work for charterization of public schools. Phalen’s company, Phalen Leadership Academies, has been working to expand its blended-learning (computer-based instruction) schools in Indianapolis and other cities, and now it has come to our district to do the same.

Ohio is known as the “Wild Wild West” of charter schools, yet despite every study, every scandal and every fraud exposed they simply repackage the same “school choice, failing public schools” narrative and resell it to local school boards time and again.

At the June 13 Board of Education meeting speakers from all walks of life testified for over an hour – parents, social workers, advocates for students with disabilities, community members, teachers and more – asking them to postpone their vote to enter into an agreement with Phalen to build a new charter school on the West Side. Speakers reminded them of the pervasive fraud, waste and abuse among charter school operators, and that they should ask Phalen, at the very least, to share the basic information necessary to ensure our children would receive a quality education.

After some discussion, the board amended the motion to soften the language of the resolution, changing it to “explore the possibilities” of working with Phalen. The last to speak was Board Member Melanie Bates, who explained that the resolution before them was against board policy. Phalen only has one year of data, which is not enough to evaluate the charter school, a requirement of CPS board policy to sponsor a charter school. Despite this noncompliance with board policy, the board proceeded to vote and pass the resolution anyway, the lone “no” vote from board member Bates.

Many were perplexed how was it even possible for the board to move forward with any agreement to partner with Phalen, since they do not meet minimum standards according to the board policy on sponsoring charters? We urge the board of education to follow their own rules, and seek other solutions for a new school on the West Side, not a charter school. Our kids deserve better.

To sign up to receive updates from the Cincinnati Educational Justice Coalition, send your email address here: cincinnatieducationjustice@gmail.com.

 

You have read about Relay “Graduate School of Education” and Match “Graduate School of Education.” These are programs where charter teachers teach future charter teachers how to raise test scores. It is an insult to all graduate schools of education to call Relay and Match “graduate schools of education.” There is not a single doctorate on their “faculties,” just charter teachers. They teach how to raise test scores and how to control classes. These institutions award master’s degrees. They have no research capacity, no studies of psychology, child development, economics, history, politics, testing, or sociology. They are a sham.

Here comes another one: “Aspire University.” At least it wants its research director to have a doctorate, so he or she can publish studies to promote the virtues of the charter movement. As the job description clearly states, the research director will be expected to “support the mission, vision, and core values of Aspire University.” Might as well be the director of marketing.

What is ASPIRE UNIVERSITY?

Aspire University is a new, not-for-profit organization that has grown out of a six year pilot program in Aspire Public Schools. Aspire Public Schools operates 38 high-performing, college-preparatory public charter schools serving 15,000 students in underserved communities across California and Memphis, Tennessee. Currently in its 17th academic year, Aspire is one of the nation’s largest open-enrollment K-12 public charter school systems serving predominantly low-income students and delivering a rigorous College for Certain education. An unrelenting focus on college preparedness led to 100 percent of graduating Aspire seniors being accepted to four-year colleges or universities over the last six years.

Through a partnership with the University of Pacific, we’ve trained and developed over 150 new teachers through a one-year apprenticeship model (the Aspire Teacher Residency). This teacher preparation model results in graduates with masters and teaching credentials and deep, classroom-based training who are tremendously effective as first year teachers and beyond, are staying in the classroom at higher rates than teachers prepared via traditional pathways, and are more demographically representative of the communities we serve. Aspire University now operates the Aspire Teacher Residency program, as well as an early stage principal residency program.

As we migrate from Aspire Public Schools to a stand-alone institution, Aspire University’s objectives are to:

1. Scale up our teacher residency program from 51 to 120 residents per year by Year 5.
2. Gain accreditation for Aspire University so we can offer the Master of Education degree by Year 5.
3. Help other charter and public school systems develop their own apprentice-model teacher training programs, and act as the degree-granting institution for those programs.
4. Build an evidence base and research agenda that strengthens AspireU’s programs, impact, and sustainability.

DIRECTOR OF RESEARCH

GENERAL SUMMARY:

At Aspire University, we believe that students get to and through college because of great educators, and there just aren’t enough of them, especially for students who are the first in their families to go to college. Teaching and school leadership are noble professions that, when done well, are demanding of head and heart. At Aspire University we invest in and develop great teachers and school leaders using an apprenticeship model. The Director of Research will establish and lead an exceptional research function at Aspire University, developing and executing a research strategy that builds the evidence base for AspireU’s model, quantifies impact, deepens learning, improves performance, and helps ensure that the vision of developing significantly more, great teachers and leaders becomes a reality. The Director of Research will report directly to Aspire University’s President and CEO.

ESSENTIAL DUTIES & RESPONSIBILITIES:

Reporting to the President/CEO and working closely with her as a thought partner to support the mission, vision and core values of Aspire University, the essential responsibilities of the Director of Research include:

1. Conducting publication-worthy original qualitative and quantitative research, especially in teacher preparation, apprenticeship models, personalized learning for both educators and students, principal preparation, and leadership development.
2. Coordinating third party evaluations with outside research firms, including at least one study that qualifies for the What Works Clearinghouse standards of evidence.
3. Identifying and supporting publication opportunities with and for colleagues.
4. Codifying lessons learned at Aspire U.
5. Providing ongoing input and strategic guidance into the tools and systems needed to collect and analyze data to inform research.
6. Synthesizing and enabling actionable use of emerging research in relevant fields.
7. Acting as a “translator,” effectively communicating across Aspire U about sophisticated research and statistical methods and their implications.
8. Creating data visualizations for reports.
9. Presenting at conferences that build brand, strengthen credibility, and enhance learning and learning networks
10. Identifying research funding opportunities and writing evaluation and research sections of grants to raise funds to support research.
11. Acting as a thought partner on the strategic use and implications of research for AspireU.
12. Performing other related duties as required and assigned.

QUALIFICATIONS:

1) Required knowledge, skills & abilities:

· Exceptional written and verbal communicator, including ability to translate sophisticated statistical and research methods into plain English and explain their real-world implications
· Strong quantitative and qualitative research skills
· Organized and thorough project manager with track record of developing plans, managing self and others effectively, and meeting deadlines for complex projects
· Entrepreneurial with a track record of succeeding in challenging, fast-paced, start-up environments; can operate amidst ambiguity; adjusts quickly to changing priorities and conditions; copes effectively with complexity and change
· Believes that education transforms lives and that every student deserves the opportunity to go to college
· Enthusiasm for Aspire University’s model and potential

2) Minimum educational level:
· Ph.D. or EdD required

3) Experience required:
· Research experience in K-12 education
· Some experience designing and managing experimental, quantitative studies
· Published education studies in peer-reviewed journals ideal

This position description intends to describe the general nature and level of work being performed by people assigned to this position. It is not intended to include all duties and responsibilities. The order in which duties and responsibilities are listed is not significant.

If you are interested please apply on line at http://aspirepublicschools.org/join/

EXECUTIVE ASSISTANT

GENERAL SUMMARY:

At Aspire University, we believe that students get to and through college because of great educators, and there just aren’t enough of them, especially for students who are the first in their families to go to college. Teaching and school leadership are noble professions that, when done well, are demanding of head and heart. At Aspire University we invest in and develop great teachers and school leaders using an apprenticeship model. The Executive Assistant will provide crucial, multi-faceted administrative and organizational support to the CEO, COO and the team as needed to keep AspireU operating smoothly, efficiently, and effectively. To thrive in this job, you should be accustomed to working in a high-volume, fast paced, startup environment. This position requires you to be flexible, self-motivated, detail oriented, tech-savvy, have very strong verbal and written communication skills, and be able to gracefully handle shifts in priorities and unexpected events. An entrepreneurial “self-starter” with a service orientation will be ideal.

ESSENTIAL DUTIES & RESPONSIBILITIES:

1. Provide administrative support to the CEO, COO and team, including correspondence, filing, online research, managing office supplies and systems, purchasing, and handling communications internally and externally.
2. Manage schedules and calendars, requiring interaction with both internal and external constituents across multiple levels.
3. Coordinate a variety of team, executive and board meetings, including binders, scheduling, logistics, catering, and all items needed to ensure successful meetings.
4. Handle calls from both internal and external sources.
5. Arrange travel (flights, transportation, hotels) for CEO, COO and team.
6. Draft, format, proof, duplicate, and/or organize written materials, including letters, memos, forms, policies and procedures, presentations, reports, and grants.
7. Support the work of Board of Directors by organizing meeting materials, taking minutes, scheduling meetings and conference calls; and handling logistics for Board of Directors as needed.
8. Coordinate and support timely and effective email, web and social media updates and communications.
9. Pay meticulous attention to detail and presentation so that all communications and materials are accurate, error-free and meet stated requirements.
10. Invent templates, tools, systems and procedures as needed.
11. Support special projects as needed.
12. Manage confidential information appropriately.
13. Demonstrate knowledge and support of Aspire University’s mission, vision, value statements, standards, policies and procedures, operating instructions, confidentiality standards, and the code of ethical behavior.
14. Perform other related duties as needed to support the smooth and effective functioning of the organization.

QUALIFICATIONS:

1) Required knowledge, skills & abilities
· Highly proficient in administrative functions: meticulous, attentive to detail, efficient.
· Excellent organization, time management and follow-up skills
· High sense of urgency; strong results focus
· Successfully handle multiple projects concurrently
· Write clearly and persuasively
· Anticipate and resolve problems, work independently, and initiate new systems, tools and templates as needed in a new organization
· Excellent communication and interpersonal skills, with a strong customer service mentality
· Deal effectively with a diverse group of important external partners and stakeholders as well as internal contacts at all levels of the organization, including Board members
· Maintain the highest level of confidentiality and good judgment
· Calm and nimble team-player under challenging conditions and schedules, maintaining a pleasant disposition at all times
· Strong command of word processing; exemplary spelling and grammar skills, fast and accurate typist
· Fluent in a range of office software tools, including Word, Excel, PowerPoint, database tools, and other standard business technologies. Ability to quickly learn new software. Familiar with both Mac and PC platforms
· Independent judgment and initiative is required to plan, prioritize and organize diversified workload, and set up templates, practices or procedures where none exist
· Truly motivated by administrative support roles

2) Minimum educational level:
· Bachelor’s Degree or equivalent experience.

3) Experience required:
· Minimum of 3 years of work experience, including some experience supporting C level executives, ideally in an entrepreneurial, start-up and/or nimble, non-bureaucratic organization
· Experience in K-12 or higher education, teaching, school leadership, and/or serving high needs students
· Commitment to public education and passion for Aspire University’s mission

4) Physical Demands:

The physical demands described here are representative of those that must be reasonably met by an executive assistant to successfully perform the essential functions of this job. Occasionally lift and/or move a minimum of 30 pounds. While performing the duties of this job, frequently required to sit, stand, move, feel, reach with hands and arms, talk and hear.

5) Work environment:

The work environment characteristics are representative of those in a typical office which one might encounter while performing the essential functions of this job. The noise, exposure to dust, oils, and cleaning chemicals are moderate. Work may be performed in indoor and/or outdoor environments. There may be some moderate exposure to childhood and/or other diseases in a school environment. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

Larry Lee reports here about the departure of StudentsFirst and the Black Alliance for Educational Options from Alabama.

They set up camp in Alabama to advocate for charters and vouchers. Not to advocate for children, but to advocate for alternatives to public schools.

They met with some success. The appeal of charters and vouchers in the Deep South is a restoration of segregation, while claiming it is “all about the children.”

They left. They packed their bags and went away. They had no roots in Alabama. They didn’t stay to advocate for the children.

California Attorney General Kamala Harris reached a settlement of $168.6 million with mega-virtual charter K12 Inc. This settlement reflects the good investigative reporting of Jessica Calefati of the San Jose Mercury News, whose investigative reporting led to Harris’ review of K12’s finances and practices.

There are two more investigations underway: one by the California State Department of Education and the other by the State Controller. Now that virtual charters have been discredited by studies and thrown under the bus by the rest of the charter industry, this aspect of the industry may finally be on the skids.

“California Attorney General Kamala Harris announced Friday the state Department of Justice has reached a $168.5 million settlement with for-profit online charter school operator K12 Inc. over an array of alleged violations of false claims, false advertising and unfair competition laws.

“The settlement comes almost three months after the Bay Area News Group published a two-part investigative series on the publicly-traded Virginia company, which runs a network of profitable but low-performing online charter schools serving about 15,000 students across the state.

“Harris’ office found that K12 and the “virtual” academies it operates across the state used deceptive advertising to mislead parents about students’ academic progress, parent satisfaction and their graduates’ eligibility for University of California and California State University admission.

“The Attorney General’s office also found that K12 and its affiliated schools collected more state funding from the California Department of Education than they were entitled to by submitting inflated student attendance data and that the company improperly coerced the non-profit schools it operates to sign unfavorable contracts that put them in a deep financial hole.”

Politico reports that K12 Inc. disagrees with the characterization of the settlement:

– Speaking of charter schools, California Attorney General Kamala Harris said Friday that virtual charter school operator K12 Inc. will pay $168.5 million to settle [http://politico.pro/29NP6eM] alleged violations of the state’s false claims, false advertising and unfair competition laws: http://politico.pro/29nJ0Nj . But K12 pushed back on the settlement amount – preferring not to include $160 million in financial relief that Harris’ office says will be provided to certain schools that K12 manages. Instead, K12 CEO Stuart Udell said the company will only pay $2.5 million to settle the case, and another $6 million for Harris’ investigative costs. Udell said his company admitted no wrongdoing. “The Attorney General’s claim of $168.5 million in today’s announcement is flat wrong,” Udell said. “Despite our full cooperation throughout the process, the Office of the Attorney General grossly mischaracterized the value of the settlement, just as it did with regard to the issues it investigated.”

– The settlement is another black eye for the virtual charter industry, which just last month had three reform-minded groups calling for it to be improved, or else problems such as low graduation rates will “overshadow the positive impacts this model currently has on some students.” [http://politi.co/1tyKbnt] More from Kimberly Hefling: http://politico.pro/29ImzF8

Julian Vasquez, brilliant and courageous scholar, spoke yesterday at the SOS March at the Lincoln Memorial at DC on July 8.

If you could not be there, you will enjoy what Julian said about education and democracy.

Watch here: https://t.co/UgK8ysdNVc

Dan Mihalopoulos of the Chicago Sun-Times followed up on an important story: Two years ago, the FBI raided the offices of Concept Schools, which runs charter schools in Illinois. They also raided one of its charters.

Chicago Public Schools’ officials were aware of the raid, and they exchanged emails about what to do. They decided to do nothing.

More than two years since the FBI raids brought the still-ongoing federal investigation involving Concept to light, the charter operator has continued to do business with contractors identified in court documents as allegedly having been involved in defrauding a U.S. Department of Education grant program, records obtained by the Chicago Sun-Times show.

The charter-management organization — which runs four taxpayer-funded charter schools in Chicago and dozens more across the Midwest — has paid more than $519,000 since the raids to companies federal authorities said were involved in the corruption probe and their subsidiaries, according to documents the newspaper obtained from individual Concept schools.

There has been no correspondence between CPS and Concept Schools — which gets millions of taxpayer dollars a year to operate its Chicago schools — regarding the federal probe, according to CPS and the charter operator.

A CPS spokeswoman declined to comment Friday, citing the ongoing investigation.

Three years ago, Mihalopolous investigated the number of trips to Turkey that Illinois legislators have taken, paid for by the Gulen organization. Michael Madigan, Speaker of the House. is the Gulenists’ best friend in Illinois.

Anita Senkowski is a blogger in Michigan who has been closely following the unraveling of Grand Traverse Academy, a charter chain founded by optometrist Steven Ingersoll. Ingersoll developed a new pedagogy, he said, based on “visual learning,” and he gathered a governing board of other optometrists to lead the charter venture. Unfortunately, no one kept close watch on the financial affairs, and Dr. Ingersoll transferred millions of dollars from the schools’ account to his personal bank account. The members of the board were not troubled by this minor oversight, but federal prosecutors were not so understanding. Ingersoll was indicted and convicted. But the saga continues.

Anita Senkowski wrote to me:

File this one under “I thought I’d seen everything”: Steven Ingersoll’s optometry license may be yanked (revoked) by the Michigan Board of Optometry, and guess who sent letters of recommendation? [Board members] Mark Noss and Brad Habermehl:

http://glisteningquiveringunderbelly.blogspot.com/2016/06/mark-noss-brad-habermehl-write-letters.html

In addition, in late March, federal prosecutors revealed a former Noss accountant blew the whistle as he exited the place and revealed a years-long pattern of cash payments:

http://glisteningquiveringunderbelly.blogspot.com/2016/03/breaking-news-full-spectrum-managments.html

However, using the accountant’s information, federal prosecutors later substantiated two previously undiscovered Ingersoll bank accounts and ID a total of (wait for it!) $627,624.14 was paid to Ingersoll by Noss. Although it’s later claimed that one of the payments was a reimbursement for an early payroll payment made by Ingersoll during the transition from his Smart Schools Management to Noss and Full Spectrum, that’s still a hell of lot of money. And did Ingersoll report the money on his taxes? According to the government, nope!

http://glisteningquiveringunderbelly.blogspot.com/2016/04/full-diaperfilled-with-money-complete.html

At the start of each fiscal year (July 1), beginning in 2007 and continuing for six years until 2013, Grand Traverse Academy (GTA) manager Steven Ingersoll advanced his entire annual Smart Schools Management, Inc. fee from the Traverse City, Michigan charter school’s bank account before it had been earned — and before he was contractually entitled to receive it. Although based on a percentage of the GTA board’s approved preliminary budget figures, Ingersoll’s management fee was adjusted downward after actual budgets were calculated.

However, Ingersoll never really repaid the difference between the amount he’d advanced himself and the actual management fee he received.

How did the receivable grow from $538,864 on June 30, 2007 to $3,551,328 on June 30, 2012 if Ingersoll, as he claimed to the GTA board, booked each year’s fee overpayment as a receivable and paid it off at the beginning of the next fiscal year?

Simple: after Ingersoll had paid the previous year’s receivable balance using Michigan state aid money provided to the Grand Traverse Academy, he transferred that money back from the Academy’s bank account to one of his Smart Schools accounts, and created a new, and even larger, receivable balance. (Ingersoll finally admitted the scheme on December 9, 2015 while testifying during his ongoing sentencing hearing).

Representatives of the GTA board, including its then-president Mark Noss, met with attorneys from the Thrun Law Firm and Steven Ingersoll on May 20, 2013. During the meeting, Ingersoll admitted owing the charter school at least $3.5 million but asked to have the debt classified as a “loan”.

According to the May 30, 2013 Thrun Law Firm legal recommendation to Noss, the issue before the Board “relates to funds withdrawn from the Academy’s general fund by Steven Ingersoll and/or representatives of SSM, which exceed the amount appropriated or authorized by the Board to be paid to SSM for either management fees or the reimbursement of Academy expenses.”

The letter estimated Ingersoll’s debt to the Traverse City charter school at $3,548,319 (based on information provided by Ingersoll’s handpicked CPA, Tony Henning). As Henning had relied solely on “financial reports and representations of Steve Ingersoll” to determine the amount, Thrun repeatedly urged the GTA board to “independently verify the full sum due” instead of merely accepting Henning’s number.

Representing the interests of the GTA and its board, not Steven Ingersoll and Smart Schools Management, Thrun affirmed in its May 30, 2013 letter that “Steven Ingersoll openly admitted, when asked by us during the May 20th meeting, that a conflict exists between his personal interests and the interests of the Academy.”

However, the Academy Board ignored Thrun’s recommendation to verify Ingersoll’s numbers, instead using CPA Henning’s exact $3,548,319 amount in its June 13, 2013 “demand letter” to Steven Ingersoll.

On June 30, 2013, the GTA board and Ingersoll agreed on a “repayment plan”, revealing the details in the Academy’s 2013 financial statement. The agreement allowed Ingersoll to “work off” his balance by foregoing management fee payments over the remaining three fiscal years of his management contract.

GTA board president Mark Noss oversaw an early morning meeting on March 19, 2014 where the board voted unanimously to officially “withdraw from the management contract with Smart Schools Management, Inc.”

Minutes later, the board accepted the resignation of “Mark Noss as the President of the Board.” Although Noss tendered his resignation during this meeting, the resignation was not effective immediately.

GTA records reveal Noss continued to serve in a dual role as a board member until its May 2014 meeting, nearly two months after signing a multi-year, multi-million dollar management contract.

Steven Ingersoll was indicted on April 9, 2014.

Ingersoll was charged with three counts of wire fraud, two counts of tax evasion, one count of conspiracy to defraud the government, and one count of attempted conspiracy. (Four co-defendants, including Ingersoll’s wife Deborah, were also charged on various fraud and conspiracy counts).

An April 24, 2014 superseding indictment further charged Steven Ingersoll with tax evasion regarding his attempt to “disguise the money allegedly received from Grand Traverse Academy” —which was also named by the government as the motive for the bank fraud conspiracy and tax evasion conspiracy.

Steven Ingersoll was convicted of three counts of fraud and tax evasion on March 10, 2015.

Ingersoll’s sentencing hearing began on October 21, 2015 and is scheduled to resume July 11, 2016.

On March 15, 2016, an accountant formerly employed by Mark Noss at Full Spectrum Management reveals to the GTA board and the charter school’s authorizer, Lake Superior State University, Noss had been making $12,500 monthly payments to Ingersoll since April 2014, shortly after Noss assumed control of the GTA.

Using information provided by the whistleblowing accountant, (who resigned shortly after making his revelations public), federal prosecutors were able to substantiate that between April 8, 2014 and March 1, 2016, Steven Ingersoll received a total of $627, 624.14 from Full Spectrum Management, the educational services provider owned by Mark Noss and holder of the management contract for the Grand Traverse Academy or Grand Traverse Academy itself. All of that money went into accounts owned by Steven Ingersoll and his solely owned entities.

An excerpt from the April 29, 2016 document: “In assessing the credibility of Habermehl as a witness and Noss as an affiant in this matter, the court must consider the relationships they have with Ingersoll and how their financial and personal relationships with Ingersoll have influenced the representations that Habermehl and Noss have made to the court.

The evidence discussed above casts doubt on the credibility of Ingersoll, Noss and Habermehl.”

Stuff like this, which seldom are noticed by the mainsteam media, can drive bloggers crazy. Is anyone listening? Does anyone care?

California has more than 1,000 charter schools. When Governor Arnold Schwarzenegger was in charge, he filled the state school board with charter advocates, even though students in charters were only 5% of the enrollment. Today, the California Charter School Association is one of the richest, most powerful lobbies in the state. They don’t lobby for all children. They lobby only for charter expansion and continued deregulation.

Because the State Education Department lacks the staff to supervise so many charters, each of which is akin to an independent district, the charters regularly produce stories of graft and corruption. The exposes roll out almost daily of theft of public dollars. The CCSA thinks that is just fine. They oppose any regulation or oversight of these unaccountable schools.

Here is your chance to join with others who are defending public education in California. Learn about the all-day seminar on July 30, 2016, at Richmond High School in Richmond, California.

See the flyer with information about the event here.

Al Kennedy, PH.D., of the University of New Orleans contends that it is important to understand the history of public schools in New Orleans. Reformers think they were writing on blank sheet of paper with no history. Not so. The history of white supremacy is the context in which control of the schools must be understood.

He writes:

“Ten years after the flood waters from negligently constructed federal levees inundated New Orleans, public education reformers have unhitched their narrative from the pre-Katrina history of the Crescent City. They cleverly placed the blame for the condition of the schools on the backs of the teachers–and their union. The reformers contend that New Orleans was a “blank sheet of paper” upon which they put in place a successful system of charter schools. Perhaps the reference to the “blank sheet of paper” makes more sense as an effort to paper-over a long and painful history that includes the lingering effects of white supremacy.”

Reform began by firing 7500 teachers, mostly African American, and blaming their union for the failings of the schools. They lost their livelihood and their health insurance. Kennedy writes: “An immoral action became the foundation of reform.” The public schools were taken over by white-led organizations, renamed, obliterating their history.

His paper, 24 pages long, is worth reading because there is no escaping the past. We ignore it at our peril. Ignorance is not bliss.