Archives for category: Oklahoma

 

Virtual charter schools are a disaster for students, but a honey pot for their operators—that is, until they get caught and face the music and possible jail time.

John Thompson describes the epic fail of the EPIC virtual charter in Oklahoma. 

Ghost students, straw teachers, parent bonuses. What a scam.

An Oklahoma State Bureau of Investigation revealed that the co-founders of the state’s largest virtual charter school system, Epic Charter Schools, David Chaney and Ben Harris, split at least $10 million in profits from 2013 to 2018. They allegedly recruited “ghost students” (who were technically enrolled but received minimal instruction from teachers) from homeschools and sectarian private schools “for the purpose of unlawfully diverting State Appropriated Funds to their own personal use resulting in high NFAY [not full academic year] rates and low graduation rates for the students.” 

Epic established an $800-to-$1000-per-student learning fund for students who did not enroll in a public school. These students were dubbed “members of the $800 club,” and assigned to “straw teachers,” who “would receive additional pay in the form of bonuses which included student retention goals,” while “those who dropped students would see a decrease in pay.”

A search warrant cited parents who received money but admitted they had no intention of receiving instruction from Epic. One family withdrew its ten children from public schools,  received $8000, and allowed the kids to ride horses instead of attending school. 

Does anyone have a link to Betsy DeVos’ Senate confirmation hearings when she rattled off the impressive but false statistics about virtual charter schools? It turns out they are the quintessential fraudsters of the Disruption Movement.

 

 

 

How does a state determine whether students on a virtual school’s rolls exist?

Oklahoma can’t.

Oklahoma investigators believe Epic Charter Schools embezzled money by inflating its enrollment with homeschool and private school students. Because of the state’s dedication to privacy, State Superintendent of Public Instruction Joy Hofmeister says the alleged abuse would not have been preventable under current state law.

The Enrollment Loophole

Virtual charter schools are taxpayer-funded public schools. Like traditional public schools, they are free to families and receive funding from the state based on student enrollment. Unlike traditional public schools, they are run by private companies or non-profits, and student instruction and coursework happen online instead of in-person.  

With over 20,000 students on the books last year, Epic is the largest virtual charter school in Oklahoma, and it appears to be exploiting a loophole in state law. 

All virtual charters are under the purview of a separate agency, the Statewide Virtual Charter School Board, but verifying enrollment falls to the State Dept. of Education.

The education department has the data to easily keeps tabs on kids enrolled in public schools, including Epic, but it cannot track private or homeschooled students because they aren’t required to register with the state government. That makes it nearly impossible to weed out these so-called “ghost students” who are dually or falsely enrolled in homeschool or private school as well as a virtual charter school during routine audits…

Epic Charter Schools touts many benefits, but one reason for its popularity is financial incentives. 

“For the homeschool community, the appeal has been the money,” explained Teresa Burnett, a homeschool parent from Shawnee. 

Epic teachers get bonuses for recruiting students and families receive up to one thousand dollars per child. That money is part of what Epic calls its “Learning Fund,” which can be used to purchase extra products and courses. 

Burnett regularly joins with other homeschool families in a co-op to do lessons and go on outings. While she has stuck exclusively with home education, many of those in the co-op she participated in last year have joined Epic. 

“By the time we got to October, November, I’m going to estimate approximately 50 percent of the families had all enrolled in Epic,” Burnett recalled. “They were still participating in the co-op and still enrolled at Epic. These moms were being told that they basically can have the best of both worlds. We can home educate, and then we get to also take advantage of the perks that Epic will provide. ‘Perks’ being the financial perks.”

State law enforcement describes these kids as “ghost students”— homeschool and private school students that are also enrolled at Epic but receive little to no instruction from the school. Epic’s founders allegedly used them to embezzle millions of taxpayer dollars.

 

 

 

We learned recently that Oklahoma officials have charged the EPIC online charter with fraud, alleging that its leaders siphoned off $10 million for themselves while inflating enrollments of ghost students.

Schneider does her specialty investigation of EPIC’s tax returns and discovered that the corporation was created in 2009 for a variety of purposes, but not education. It eventually amended its filing to add education. In other words, the founders were entrepreneurs in search of a mark.

In 2010, it had revenue of $60,000.

After it went into the charter business, EPIC hit pay dirt. In 2016, it’s revenues exceeded $29 million.

Is this a great country or what?

 

John Thompson, historian and retired teacher in Oklahoma, posts frequently about education in his state.

 

Last week, National Public Radio’s Alexandra Starr first reported on Florida’s mandatory retention of 3rd graders who don’t pass a reading proficiency test. Even though it is stigmatizing for children to be retained, and “multiple studies have found that flunking a grade makes it much more likely students will fail to graduate from high school,” the high stakes testing law has spread to about 40 percent of states.

States Are Ratcheting Up Reading Expectations For 3rd-Graders

NPR’s Starr draws on experts like Pedro Noguera, Nell Duke, and Diane Horm, while explaining how short-term benefits of 3rd grade retention “dissipate over time.” She also cites Marty West, a Big Data researcher who sidesteps the anxiety imposed on children and pressure on teachers to increase pass rates through ill-conceived instructional practices, and says that Florida’s well-funded mandatory retention law doesn’t hurt students’ graduation rates. Neither does West address states like Oklahoma, with chronic underfunding of education.And that leads to the first slippery slope created by Florida’s willingness to scale up punishments for young children and their teachers in order to improve student performance. At least it invests more than $130 million per year on its reading sufficiency act. When Oklahoma legislators, who were often persuaded by Jeb Bush’s public relations campaign, passed its reading act, they intended to invest $150 per struggling reader, but they only came up with $6 million, which was enough for only about $75 per student. It took six years to find money for about $153 per student.

For First Time, ‘Read or Fail’ Law Is Fully Funded. Will It Reduce Retentions?

In NPR’s second report focusing on Tulsa Ok., Starr shows the benefits of well-funded, holistic pre-kindergarten instruction. Oklahoma and edu-philanthropists fund such classes for 4-year-olds; nearly 3/4ths of Oklahoma students enroll in pre-k. And, next door to a comprehensive pre-k partnership, the majority-Hispanic Rosa Parks Elementary School illustrates the promise of partnerships for improving public schools. It is a part of the Tulsa Union community school system which so impressed David Kirp that his New York times article that featured Rosa Parks was entitled “Who Needs Charters When You Have Schools Like These?”  Oklahoma Among States Setting Higher Reading Expectations For 3rd-Graders

https://www.nytimes.com/2017/04/01/opinion/sunday/who-needs-charters-when-you-have-public-schools-like-these.htmlA Rosa Parks elementary teacher explained the dilemma schools face regarding kids who aren’t on track to pass the high stakes 3rd grade test, “Very early on, we have to put them on a plan if we think that they’re going to be held back in third grade for a test.” Unfortunately Starr didn’t have time to dig into those plans the way that Oklahoma Watch’s Jennifer Palmer has done. It leads to the second slippery slope created by high stakes testing for 3rd graders.

Palmer cites a librarian who explained, “‘RSA allows two years of retention, and two years in third grade would be worse,’ she said. ‘They would be completely destroyed.’” And that raises the question about the risks educators can/must take in order to not completely destroy their students.

The Oklahoma Watch’s study of federal data showed that 2,533 3rd graders were retained in 2015-16. Worse, she found that “repeating a grade is actually more common in kindergarten and first grade,” and “the high-stakes third-grade test appears to drive many of the early retentions.”  Oklahoma retained 3,977 kindergarteners, and a total of 10,345 students in the kindergarten through 2ndgrades.

These retentions were not evenly spread across the state. Next door to Tulsa Union, the Tulsa Public Schools, for instance, has about 2-1/3rds as many students as Union. The TPS retained 823 students through kindergarten and second grade, or more than 4-1/3rds as many. We can only hope that the edu-philanthropists who fund worthy early education programs, as well as their opposite – the corporate reform policies of Deborah Gist’s TPS – will realize how and why those two approaches are the antithesis of each other..

Palmer also touched on the third slippery slope when she explained the benchmark assessments that are used in predicting failure on the end-of-year tests. She writes, “Schools also rely on computerized benchmarking programs to glean more information on students’ skillsets and how they compare to other students their age.” But, to say the least, they are “not an exact science.” This leads to crucial, potentially life-changing and risky decisions being made by parents and teachers using data on a computer screen that they acknowledge they don’t understand.

Lastly, the dehumanizing slide down into systems where the punitive is seen as normal, even for our youngest students, might or might not have been predictable. Twenty years ago, the reward and punishment of kindergarteners would have seemed despicable. Market-driven reform may have begun as a way to force teachers to comply. Then it was dumped on teenagers. Now, when such stressful incentives and disincentives are imposed on 5-year-olds, it doesn’t seem surprising to read Big Data studies that claim that those who fail tests in the states with the most funding for competition-driven reform may not be damaged as much as previously thought …     

The Oklahoma State Bureau of Investigation says that the EPIC virtual charter school has stolen millions of dollars. 

Investigators say the co-founders of the school embezzled $10 million, based on “ghost students” who never enrolled.

Just days ago, a state legislator asked where the money was going but was rebuffed by the state Department of Education.

Oklahoma’s largest charter school is a “blended learning school” that has received so much money that a legislator asked where the money was going. The state Department of Education said it wouldn’t tell him unless he paid a fee of $850 to find out.  The school claims a 99% attendance rate, which in itself is bizarre.

Oklahoma state Sen. Ron Sharp is questioning funding the state’s largest charter school has received in the past two years.

This comes after Sharp said Epic Blended Charter School received a total of $63 million in its first two years of operation.

FOX 25 sat down with Sharp Thursday who said the school was provided allocation money through the Oklahoma State Department of Education (OSDE) for grade levels the school doesn’t provide.

“The first year they were in existence we gave them $23 million. For the second year now, we gave them $40 million. That is an excessive amount of money particularly for kids that’s aren’t being accommodated in the school. That is a problem,” Sharp said….

Sharp said he submitted an Open Records Request to the Oklahoma State Department of Education in March.

“In June, I received an email that they would not provide that information to me because of the extensive hours involved without an $850 fee. Which again, as a state senator, I found that to be a little bit unusual. Now I have been requesting quite a bit of documentation here from the OSDE,” Sharp said….

Sharp also questioned how many students actually show up to Epic Charter School on-site locations.

“Are there enough individuals? If 7,000 are showing up to two sites at any one period of time that, you have to make sure you have proper facilities for them. Individuals of which are able to monitor them and again, how many kids are coming in before school and after school?” Sharp said. “They even say at all these sites they have a 99% attendance rate. Which is absolutely amazing as a 38-year teacher — you cannot get 99% of your kids there at a school each day.

 

Cybercharters, aka virtual charters, are the big moneymakers with the worst results, yet states are slow to regulate them or prohibit them from opening. They collect full tuition but don’t provide the services that brick-and-mortar schools do. In state after state, they are low-performing yet never held accountable. The only online charter that collapsed was ECOT in Ohio because the owner decided to pull the plug rather than pay the state for inflated enrollments and ghost students.

Tom Ultican writes here about a relatively new virtual charter chain that is raking in big bucks. It is called EPIC. It started in Oklahoma, branched out into California, and hopes to open in Arkansas.

He writes:

Ben Harris and David Chaney, two long time friends from Oklahoma City, founded Epic.

In 1999, One year after Harris was awarded a Master of Public Administration from Syracuse University, he and Chaney founded Advanced Academics Inc.Today Pearson Corporation the large British testing and publishing company owns Advanced Academics which sells credit recovery courses and software for virtual classes.

Both Harris and Chaney went to work for Jeb Bush in 2003 at the Florida Department of Children and Families. Harris was soon made the Deputy Secretary in charge of technology. He worked under Secretary Jerry Regier who had previously run health and human services in Oklahoma. It was here that Harris made a name for himself by privatizing the child welfare system

In 2009 – just prior to founding Epic – Harris was Chief Financial Officer of Velocity Sports Performance in Irvine, California. The CEO of Velocity Sports Performance when Harris arrived there was Troy Medley, who is now Chairman of the Board for Epic in California.

Epic Found a Way into Orange County, California

Epic is an acronym for excellence, performance, innovation and citizenship. In California the non-profit business name is Next Generation Education. In Oklahoma the non-profit business name is Community Strategies Inc. Neither Epic founder, David Chaney nor Ben Harris, sits on the board of either Next Generation Education in California or Community Strategies Inc. in Oklahoma.

Rather, David Chaney serves as both superintendent of the nonprofit Epic Charter Schools and CEO of Epic Youth Services, a for-profit company that manages the school for a fee. Chaney owns the for-profit corporation, which originally had Harris’s home address listed on the incorporating papers.

Follow this sad story and you will soon realize that EPIC is a business. It sells schooling.

This Byzantine structure hides the fact that Epic is a for profit business cloaked in non-profit suit, thus skirting California’s prohibition against for profit charters. It also means that in their tax forms, the non-profit only reports costs and no salaries. For example, in the fiscal year ending June 30, 2017 Community Strategies Inc. the Oklahoma non-profit reported revenues of $41,487,230 and expenditures of $40,105,203. However, the non-profit reported no salaries because the for-profit does payroll. There is no way for taxpayers to see how many public dollars are going into private hands.

Ultican describes how EPIC won a charter in Orange County, California, despite the strong staff recommendation against doing so. The board in Orange County was funded by Billionaire privatizers.

All but one board member who voted to give Epic a charter received large campaign support from billionaires through three independent expenditure committees; California Charter Schools Association Advocates, Orange County Charter Advocates for Great Schools (which is sponsored by CCSAA) and the Lincoln Club of Orange County. David Boyd, Chancellor of The Taft University System, did not receive documented largess from the billionaires but his campaign did have odd financial support. He loaned  his own campaign $72,000, got a $50,000 loan from Taft University and a $25,000 loan from Elizabeth Dorn’s campaign. More than $30,000 in loan debt was later forgiven.

In 2016, the Beverly Hills Billionaire, Howard Ahmanson Jr. (state major donor ID 479163) gave the OC Charter PAC $10,000 and the Local Liberty PAC (State ID 1291528) that Ahmanson finances provided them another $18,171.83.

Howard Ahmanson’s name sake father established the Ahmanson Family Foundation in 1952. Today, that foundation has slightly more than a billion dollars in assets. They give extensively to the arts and LA basin charter schools. In 2016, they gave $500,000 to the billionaire funded pro-school privatization youth group Teach For America. Howard runs the Fieldstad and Company arm of the Ahmanson foundation.

Roberta Ahmanson, Howard’s wife, is a serious Christian thinker and writer. She gave a speech titled “What Fundamentalism Gave Me” at the 2018 commencement for Cornerstone University in Grand Rapids, Michigan. Like Betsy DeVos, she is part of The Gathering. Roberta and her husband see Epic as a tool that benefits the Christian home schooling movement.

Is this what education is about? Money. Profits. Connections.

 

Oklahoma has underfunded its public schools over the past decade. Many districts have switched to a four-day week to save money.

Some rural districts, facing insolvency, are turning their schools over to Epic, a for-profit online charter chain, which can balance the books by putting kids online and cutting teachers’ jobs.

Like all online charter schools, EPIC overstates its “gains” while its actual results are less than mediocre.

“To save his financially imperiled school district, Panola Superintendent Brad Corcoran in 2017 pitched a plan to convert the traditional public district into a charter school. 

“In becoming a charter, Panola Public Schools would turn over its management to a company affiliated with Epic Charter Schools, the largest online school in the state. The school board agreed. 

“The Epic-related firm contributed $100,000 toward Panola’s debt as part of the agreement. That company manages the small district for a more than 10 percent cut of its funding.  Panola’s high school students now have the option to attend most classes online from home.

“The deal was unprecedented. Not only was it one of the first conversions-to-charter in the state, it allowed Epic’s company to operate a school and gain many benefits denied other charter schools: It could tap into and spend local property tax revenue to cover costs of student transportation, school buildings and sports facilities, like traditional school districts.

“And Epic didn’t stop at Panola….”

Epic has 23,000 in Oklahoma and it is growing in California as well.

”Trice Butler, superintendent of Wilburton Public Schools, which neighbors Panola, said she is concerned that Epic is looking to replicate what it’s done in Panola in other districts.

“Butler said her primary concern is her belief that students at Epic are receiving a subpar education. She cited Epic’s low high school graduation rates and high numbers of students leaving Epic and returning to traditional schools with academic credit insufficient for the time they were enrolled. (Epic maintains that some students come to them behind in credits and the school helps them catch up.)

“Epic’s presence in Panola has also raised concerns about aggressive attempts to attract students and teachers from surrounding school districts even in the middle of the academic year.

”Panola spent $650 for postcards, and at least some were sent to addresses in nearby Wilburton school district, promising a customized education for students and touting the school’s “double-digit academic growth.”

“Butler called this “predatory marketing” and said the statements made on the postcard are misleading.

“Panola elementary students did post positive academic growth on the latest school report cards, with 80 percent of students improving between 2016-17 and 2017-18. But only 27 percent of those students scored on grade level, compared with 57 percent in Wilburton and 51 percent statewide.”

Oklahoma has followed a policy of large tax cuts for corporations, especially those in the oil, gas, and fracking industry, and budget cuts for education and other public services. The state is abandoning its future.

John Thompson, historian and recently retired teacher, wonders how much longer Oklahoma’s low-performing Epic virtual charter school can survive scrutiny and continue raking in the big bucks. Even Republicans are beginning to wonder why they are pouring good money into this sinkhole. How long can a failing school avoid accountability?

Even many of the staunchest pro-charter corporate reformers are criticizing virtual charters for their poor outcomes and draining resources from public schools. For instance, Todd Ziebarth of the National Alliance for Public Charter Schools, criticizes the high rates of “churn” they contribute to, their low graduation rates, and low levels of student proficiency growth. Online charters don’t need to accept the costs that brick and mortar schools must fund, but fair is fair, and virtual schools like Oklahoma’s Epic charters also need to find money for expenses that neighborhood schools aren’t burdened with. 

Ziebarth notes that their poor performance means that virtual charters must find other ways to grow. They must pay for their “aggressive marketing” campaigns. For instance, Tulsa Public Radio reports, “Epic uses giveaways of big-ticket items like concert tickets to reward referrals, and it recently opened a heavily branded children’s play area at (Oklahoma City’s) Penn Square Mall.”

https://www.publicradiotulsa.org/post/oklahoma-lawmakers-interim-study-virtual-charter-performance-inconclusive

https://nondoc.com/2018/09/21/okleg-should-conduct-cost-benefit-analysis-of-virtual-charters/

https://oklahomawatch.org/2018/11/30/virtual-charter-schools-founders-ramp-up-political-contributions/

And recently, Epic supporters were forced to spend $180,000 for the 2018 political campaign season. Co-founder Ben Harris said that the reason why Epic ramped up donations was “we kinda felt like it was us against the entire traditional education establishment.”

https://www.tulsaworld.com/news/local/government-and-politics/us-vs-them-mentality-leads-epic-charter-school-founders-to/article_04398428-d88b-5f8b-8e48-817c88108de7.html#tncms-source=infinity-scroll-summary-siderail-latest

https://www.tulsaworld.com/news/state-and-regional/oklahoma-watch-epic-virtual-charter-school-leaders-ramp-up-political/article_364f2619-3a77-5484-bd75-c5d9c8af8139.html

I kid the private charter “juggernaut” leader. But, seriously, he may be facing more unanticipated operating costs. Until recently Epic has successfully evaded efforts to hold the virtual charters accountable. Republican Senator Ron Sharp became so frustrated at trying to obtain meaningful data on Epic’s performance that he used a wonky state-of-the-art research term to characterize the quality of their numbers; he said, “This is crap.”

After Epic Superintendent David Chaney was criticized for “skewing” the data, Chaney replied that they just did things “differently.”

https://www.publicradiotulsa.org/post/oklahoma-lawmakers-interim-study-virtual-charter-performance-inconclusive

https://nondoc.com/2018/09/21/okleg-should-conduct-cost-benefit-analysis-of-virtual-charters/

But more costs may be coming to the virtual charter. A previous investigation into 2013 allegations of fraud by the Oklahoma State Bureau of Investigation was turned over to the Attorney General’s Office, but no charges were filed and no official conclusions were announced. But the Tulsa World’s Andrea Eger reports that the OSBI is “once again” investigating Epic, so it is “now the target of scrutiny by state and federal law enforcement in addition to state lawmakers.”

Apparently Epic is being investigated for dually enrolling students who attend private schools. Eger reports that charter authorizers are provided a contract template which “specifically prohibits the funding or offering of any instruction to home-schooled students or private school students.” It also explains that “charter schools ‘shall implement and enforce policies and procedures prohibiting enrollment of students on a part time basis,’ with one or two limited exceptions allowed under state law.”

Epic’s Harris responded to questions on whether it is illegal to be paid for educating students attending other private schools by saying, “Not to our knowledge. And I would also say that we’re not aware of the specific situations that you’re talking about. It’s hard to imagine how they could fulfill our requirements while going to another school full time.”

Harris also told the World, “We don’t think that our private company should have to make any disclosures that any other private company shouldn’t have just because who our customers are.”  Eger explained however, that Epic’s co-founders are “both owners of Epic Youth Services LLC, a separate company with which the school contracts for its operation. That contract indicates an annual cost of $125,000 for ‘development services’” plus a 10 percent share of the school’s collected revenues as an ‘indirect cost allocation.’”

Eger “put that 10 percent into context,” explaining that “Epic Charter Schools has been allocated $112.9 million in state aid funding alone for fiscal year 2019.

https://www.tulsaworld.com/news/local/education/epic-charter-schools-under-investigation-by-state-federal-law-enforcement/article_22ffe5cc-b6e5-54f8-9612-4f08ae6ae3d2.html

Ironically, one of the institutions where potential misdeeds are being exposed is Facebook! The World reported:

Shelly Hickman, the school’s assistant superintendent for external affairs, then acknowledged that she had participated in an Epic parent Facebook group discussion just last week in which multiple Epic parents openly discussed how their children were enrolled in private schools and home school cooperatives and even receive credit from their Epic teachers for time spent and work done in those outside entities.

Despite its generous donations to 78 candidates for the legislature and state offices, pressure has increased since an interim legislative committee was unable to pry meaningful information from Epic this fall. Then Epic received $38.7 million in annual, midyear adjustments, as the Oklahoma City (OKCPS) and Tulsa (TPS) districts each faced $2.1 million in cuts. Tulsa Superintendent Deborah Gist, a longtime school choice advocate, complained that her district lost 496 students to Epic in the fall semester, as 196 Epic students returned to the TPS.

https://www.tulsaworld.com/news/local/education/skyrocketing-student-enrollment-nets-epic-charter-schools-nearly-million-more/article_ffe29bc2-25b6-58e2-8172-cdac83915f08.html

https://www.tulsaworld.com/news/local/education/tulsa-public-schools-students-left-for-epic-virtual-school-since/article_03d32126-b3f6-5e9b-9a19-f0605014ef48.html

It won’t be easy to find understandable accountability information in the new Oklahoma Report Cards, but now that the press that is doing a great job in investigating Epic’s finance, they might also find readers interested in the virtual schools accountability data. In 2018, two Epic districts, Epic One on One Charter and Epic Blended Learning Charter, had nine schools. According to the Report Card, they enrolled 13,532. They reported test scores for 4,164 students or about 30 percent of their enrollees.

Despite their huge attrition rate, the Report Card said that both systems had attendance rates exceeding 99 percent.

Epic One on One reported 8,059 enrollees. It isn’t easy to find a meaningful presentation of the test score progress on its 2,433 test takers, but the seemingly hidden outcomes of the minority who persist until the spring testing is shocking. About 23 percent progressed to higher achievement levels.  About 36 percent of students remained on the same levels, while over 41 dropped into lower performance levels.

In theory, Epic’s Blended Learning charter would produce better outcomes. But, just over 25 percent progressed to higher achievement level.  Around 36 percent of students remained on the same levels, while a little over 38 percent dropped into lower performance levels.

https://oklaschools.com/district/growth/1115/

https://oklaschools.com/district/growth/548/

Although the recent headlines have been dominated by Eger’s excellent reporting, for several years Oklahoma Watch’s Jennifer Palmer has done great investigative reporting on Epic. Until she documented Epic’s complex story, I just assumed that the virtual charter was just a case of socialism for the rich, a drag on public education funding which helped some kids who were uncomfortable in public schools but which damaged many more by increasing transiency. I no longer see it as an un-slayable dragon that must be endured. And wouldn’t it be great to see Epic held accountable by today’s federal government, as well as Facebook posts?

 https://oklahomawatch.org/2018/11/30/virtual-charter-schools-founders-ramp-up-political-contributions/

 

 

John Thompson writes from Oklahoma:

The Tulsa World’s headline nailed the big picture, “‘Staggering’: 30,000 Oklahoma Teachers Have Left Profession in the Past Six Years, Report Shows.” The World’s Michael Dekker cites State Superintendent Joy Hofmeister who explained, “The loss of 30,000 educators over the past six years is staggering — and proof that our schools must have the resources to support a growing number of students with an increasing number of needs.”

https://www.tulsaworld.com/news/local/education/staggering-oklahoma-teachers-have-left-profession-in-the-past-years/article_32479aa7-9877-55c9-959c-76f7332a7e7d.html

These huge losses occurred in a state which employed only 50,598 teachers in 2017-18.

Hofmeister addressed the immediate problem, “Steep budget cuts over the last decade have made the teaching profession in Oklahoma less attractive, resulting in a severe teacher shortage crisis and negative consequences for our schoolchildren.” The analysis, 2018 Oklahoma Educator Supply and Demand Report, by Naneida Lazarte Alcala, also touched on the ways that the lack of respect and the decline of teachers’ professional autonomy contributed to the massive exodus from the classroom.

https://sde.ok.gov/sites/default/files/documents/files/Oklahoma%20Teacher%20Supply%20and%20Demand%20Report%202018%20February%20Update.pdf

The report showed that Oklahoma’s annual attrition rate has been 10 percent during the last 6 years, which was 30 percent more than the national average. This prompted an increase from 32 emergency certifications in 2012 to 2,915 in 2018-19. As a result, the median experience of state teachers declined by 1/5th in this short period.

Given the challenges faced by the Oklahoma City Public School System, it is noteworthy that the highest turnover rate in 2017-18 (almost 25 percent) occurred in central Oklahoma. Over 11 percent of teachers in the central region are new hires.

It should also be noted that charter schools have the highest turnover rate (almost 42 percent), even higher than that of middle schools. 

I kid my colleagues in middle school. But there is a serious point. Choice advocates have had success in their political campaign to defeat traditional public schools, but their turnover rate is another sign that the oversupply of charters shows that privatization isn’t a viable, educational alternative to neighborhood schools. 

But the financial cutbacks were not the only cause of the crisis. Alcala cites a survey of teachers who have left Oklahoma schools; 2/3rds said that increased compensation would not be enough to bring them back to the classroom.  Citing reasons that were beyond the scope of the report, 78 percent said that the quality of the work environment had declined, and nearly half said it had deteriorated a great deal.

On the other hand, the report suggested aspects of teaching conditions that merit further examination. It cited research on the negative effects of teacher turnover on student achievement, especially for low-income students. This stands in contrast with research cited by accountability-driven, competition-driven school reformers who argue that turnover isn’t necessarily bad. After all, they invested heavily in trying to identify and dismiss low-performing teachers.

https://www.researchgate.net/publication/228248764_Who_Leaves_Teacher_Attrition_and_Student_Achievement

The SDE study cited the value of low student-teacher ratios in terms of raising student achievement, especially for low-income students. It also noted the national pattern where education degrees have “notoriously” declined, as well as the drop in graduates in Oklahoma teacher preparation programs.

And that brings us to the unintended results of features, as opposed to bugs, in the corporate school reform movement which peaked during this era. Reformers who lacked knowledge of realities in schools misinterpreted research on California schools which supposedly said that class size reductions don’t work, and then ignored the preponderance of evidence on why class size matters. Reformers often blamed university education departments for poor student test scores, and experimented with teacher preparation shortcuts. Some reformers even said what many others felt about wanting to undermine the institution of career teaching.

https://gspp.berkeley.edu/research/featured/the-class-size-debate-what-the-evidence-means-for-education-policy

https://www.classsizematters.org/wp-content/uploads/2017/01/Summary-of-US-Class-Size-Reduction-Research.pdf

https://aacte.org/news-room/aacte-in-the-news/312-education-depts-reform-plan-for-teacher-training-gets-mixed-reviews

To understand the decline of working conditions for teachers, the teacher strike in Denver, as well as those in Oklahoma and other states, must be considered. Senator Michael Bennet, the former superintendent of the Denver schools, called for incentives in urban schools by twenty-somethings who would work for 7 to 9 years.  His hugely expensive and complicated incentive system provoked the recent strike.

http://www.cnn.com/TRANSCRIPTS/1105/01/sotu.01.html

It should have been obvious that teacher churn is bad for students, who need trusting relationships with educators who love them. A decade ago, however, edu-philanthropists and the federal government essentially imposed a rushed and risky experiment on schools in Oklahoma and across the nation. These noneducators praised the gambles as “disruptive innovation.” But they incentivized primitive teach-to-the-test malpractice and drove much of the joy of teaching and learning out of schools.

Evidence that excellent teachers were being “exited” by a flawed statistical model used in these teacher evaluation systems was ignored.  Since these policies incentivized the removal of highly paid veteran teachers during the budget crisis prompted by the Great Recession, Baby Boomers were often targeted.  This resulted in schools such as Upper Greystone, an elementary school with 24 certified staff,  which had 21 teacher vacancies at the beginning of the 2014-15 school year.   

https://www.washingtonpost.com/opinions/is-teacher-churn-undermining-real-education-reform-in-dc/2012/06/15/gJQAigWcfV_story.html?utm_term=.fa0c4f7e5a2c

http://www.speedofcreativity.org/2015/04/05/cognitive-dissonance-and-segregated-oklahoma-schools/

During the 1990s, education experts frequently warned that Baby Boomers would soon be retiring, and sought ways for veteran teachers to pass on their wisdom. During the last decade, however, corporate reform made the staggeringly serious mistake of undermining teachers’ autonomy in order to force educators to comply with their technocratic mandates. Veteran teachers were rightly seen as opponents to their teach-to-the-test regimes, and often they were pushed out of the profession so they wouldn’t undercut the socializing of young teachers into opposing bubble-in accountability. 

Even if we had not made another unforced error and dramatically cut education spending, failed reforms would have wasted educators’ time and energy, damaged teachers’ professionalism, and sucked much of the joy of teaching and learning out of classrooms. When the retirement and the pushing out of Baby Boomers, funding cuts, and drill-and-kill pedagogy came together during and after the Great Recession, this staggering exodus of teachers was triggered.

 

Here is a good strategy: If elected officials ignore children and educators, defeat them at the polls.

In Oklahoma City, two educators were elected to the city council. 

Oneisthe council’s first openly gay member. Theover was outspent  almost 10-1 by an oil and gas e ecitive.