Archives for category: St. Louis

The founder and headmaster of a charter school in St. Louis admitted to skimming $2.4 million in public funding by inflating enrollment.

This is to be expected when private companies obtain public money without accountability or transparency.

The former head of a failed charter school has pleaded guilty to federal wire fraud charges in a scheme that cost taxpayers $2.4 million.

Michael Malone, who founded St. Louis College Prep, inflated attendance numbers for years as a way to collect more government funding for the struggling school.

“What the former headmaster did through his deception, repeatedly over many years, was take advantage of the Missouri taxpayers, while obtaining an unfair advantage over the St. Louis Public Schools and other area charter schools,” U.S. Attorney for the Eastern District of Missouri Jeff Jensen said in a news release. “This was not a mistake. Evidence proved Michael Malone’s actions were intentional and, unfortunately he got away with it for years.”

Malone, 44, opened the school in 2011 and served as headmaster until November 2018, when he resigned after an internal review and an investigation by Missouri Auditor Nicole Galloway showed he was cooking the books. The school closed in 2019.

As a charter school, St. Louis College Prep was funded through the state Department of Elementary and Secondary Education. The funding is calculated through daily attendance records, and Malone routinely jacked up those numbers to increase funding. At times, those numbers exceeded even the total enrollment by as much as 124 percent…

The fraud meant money that rightfully would have gone to St. Louis Public Schools went to the charter school to educate phantom students, authorities say.

Jere Hochman was most recently the superintendent of the  Bedford Central School district in New York State (his third superintendency). He then became the education advisor to Governor Cuomo, where he seemed to have a calming effect on the governor. He went home to St. Louis and took a position within the school system. He writes here about what he sees as the success of what was once a very troubled school district, threatened from all sides because of low test scores. St. Louis, he writes, is back, even though its population is declining and under-enrolled schools must be closed. State takeovers seldom improve schools. In St. Louis, the story is different, perhaps because of the steadiness of local leadership, which did not try to destroy the school district. Public confidence is on the rebound. He explains why.


The Surprising Success of the St. Louis Public Schools

Jere Hochman

December 2019

Startling mismanagement,” “emergency managers,” “charters galore,” “Academic Distress Commissions,” privatization maneuvering, dismal student performance and graduation rates and other descriptors cited in Dr. Ravitch’s blogs have characterized state takeovers including those in Detroit, Houston, Providence, Youngstown and most recently, Rochester.  

In St. Louis, words like “trust,” “direction and focus,” “fiscally responsible and economical stable,” “confidence,” and “accredited” describe the outcomes following a state takeover.  

Last summer, Dr. Ravitch asked me “Why did St. Louis work?”

In 2007, the State of Missouri declared the St. Louis Public Schools “unaccredited.”  A news article summarizing the circumstances cited: “The district was graduating just 56 percent of the students it was supposed to. District leaders were staring down a budget hole more than $24 million deep that had been dug out of a $52 million surplus just five years before. The district would force out or say goodbye to six superintendents in five years. The district was meeting only five of 14 state accreditation standards.” (St. Louis Post Dispatch, January 11, 2017).

 At that time, the school district governance was transferred from an elected board of education to a three-person Special Appointed Board (SAB).  The Mayor, the President of the Board of Alderman, and the Governor each appointed a Board member. Subsequently, and, perhaps their most noteworthy accomplishment, was the SAB’s hiring an outstandingsuperintendent who is still leading the district garnering confidence and results.  

Under the appointed board’s governance and the superintendent’s leadership, the district restored fiscal responsibility, balanced budgets, operational efficiency, and long-term financial stability.  The district achieved state accreditation in 2017.   Among the accomplishments during this period, the district:

Upgraded aging facilities, new science labs, playscapes, and more.
Passed a 75% community majority vote on a $155 Bond Issue and a ballot proposition to support early childhood, safety and security, equipment, character education, and curriculum advancements.
Minimized obstacles of student mobility and homelessness, partnered with dozens of community agency supports; reduced suspensions, and improved student attendance.
Implemented with teacher union support, a plan for first year teachers to be coached and evaluated by fellow full-time “consultant teachers.”
In 2018, the 4-year graduation rate was 78%.  Two and Four-year college entrance rates were on par with the State average.

And, while academic performance improvement afforded re-accreditation, all concur with optimism and determination, there is much work to be done.

 Throughout this intervention process, local control remained intact and stability in governance and district leadership provided growth, capacity, and sound foundation for the future.  Having attained accreditation, on July 1, 2019, governance transitioned from the SAB to an elected seven-person Saint Louis Public Schools Board of Education. 

It Worked.  Why?

When asked, “Why did St. Louis work?” my response was immediate: 1) A temporary appointed board governance model,2) the individuals serving on the three-person board, and 3) the superintendent all under a microscope.  

It worked because the governance model inherently required the board’s unflinching and self-disciplined attention to policy, protocols, and oversight.   The board scrutinized and directed the district’s operations for efficiency, productivity, and accountability. It worked because these board members left their egos at the door, adhered to the model’s roles and expectations, and did their homework.  

 They stayed the course through initial opposition and they stayed, literally.  They served the interests of the children and the district.  They did not jump on the sweeping educational reform bandwagon or allow infiltration of political interests.  Moreover, they cleared the way for their newly hired superintendent, Dr. Kelvin Adams, to lead, to genuinely lead, the school district.

From day one, Dr. Adams provided direction, focus, and disciplined operations.  He exemplified a relentless mission for every students’ success, equity, and accountability and he held all staff to the same standards and expectations.

 There were no promises of a splashy quick fix turnaround or “take no prisoners” authoritarian posturing. (witnessed by short-lived tenure of superintendents and boards in other districts).  Any concerns about a privatization movement, charter takeover, or special interest board seat takeover were alleviated.  Charter schools popped up, however approximately one-third eventually shuttered their doors.  And, today, Dr. Adams continues to serve with stick-to-itiveness, integrity, and sights set on high expectations for students and employees.

In every meeting, the appointed board stuck to protocols and their responsibilities.  Through the challenges, highly scrutinized decisions, and response to concerns, they supported and protected the superintendent to perform his responsibilities.  Were there problems, unsuccessful efforts, and criticism?  Of course.  They were matched, however, with research-based endeavors, “data driven” goals and accountability, confidence-building audits, and determination.

The governance model kept board members focused on what boards are supposed to do which in turn allowed the superintendent to do what superintendents are supposed to do. Which in turn provided clear direction and allowed district leaders and staff, principals, and teachers to do what they are supposed to do.  They did so well.

In addition to continuous academic improvement in the schools, the district worked with local corporate, and agency partners; religious institutions and faith-leaders; on-a-mission employees and the union; necessary watchdogs and critics and wary but caring parents; and innovative local philanthropists, an academically focused Foundation, and numerous support agencies. 

 Now, as the elected Board of Education resumes governance, the St. Louis Public Schools currently enrolls approximately 22,000 students, a decline from approximately 26,000 in 2009 (overall city population has decreased).  There are 17 charter school entities in the city, enrolling approximately 10,000 students..  

This past year, the “new” elected Board of Education immersed themselves in orientation, development, and preparation to resume governance.  Their preparation and determined effort could serve as a model for board orientation in any school district.  Now, they govern a district where there is confidence in the superintendent; academic, operational, and financial stability; a comprehensive Transformation Plan (3.0); and a solid foundation upon which continued academic growth is occurring.  

In a reform world, particularly in an urban district, stability and success are unusual.  Board stability with “constancy of purpose” is uncommon.  A long-term superintendent methodically leading academics and operations particularly is rare.  A superintendent leading deliberately, instilling confidence, and inspiring all around her or him is as rare. 

In all categories, St. Louis is an outlier upon which to build continued success. Whether it was the appointed board governance model and respective roles of the board and superintendent or it was the individuals who filled the positions, or a combination of both (no doubt the latter), it worked. 

(Disclosure:  I am an employee of the district with a unique lens.  After serving as a superintendent in three school districts for 19 years, I serve as a network superintendent in SLPS).














Jeff Bryant writes about the obstacles faced by districts where state control is coming to an end. 

He takes St. Louis as his prime example.,

One urban district that faces an especially steep climb out of the abyss of oppressive rule is St. Louis.
When I first reported from St. Louis in 2017, I found a school system which had been designed to be the gem of the Midwest had instead been decimated.
First, waves of policies from local, state, and federal governments imposed racial segregation on the system. Chronic underfunding hobbled progress. When the system eventually crashed, a wave of “reforms”—hiring consultants, cutting services, outsourcing to corporate contractors, and opening the system to privately operated charter schools—plundered what was left.
At the lowest point in the decline, in the early 2000s, St. Louis was the number one most shrinking city in the world. Today, the school system is a shell of its former self, down to fewer than 29,000 students compared to 115,543 at its peak in 1967. The district lost its accreditation in 2007, which led to a state takeover that nullified the authority of the locally elected school board and handed governance over to officials appointed by the state, who often ruled with impunity.
But on July 1, St. Louis has a historic opportunity to turn a corner when governing authority transitions from the state-appointed board to a locally elected one. With a newly elected board, a return to full accreditation, and a supposed clean slate to write its future, can St. Louis show how democratic governance can overcome years of corrosive politics and genuinely reflect the desires of local citizens?
In my conversations with locals, answers are mixed.
‘Very Concerned About the Future

I am very concerned about the future,” Susan Turk tells me. Turk, a former St. Louis public school parent and a relentless school board watchdog, has been a studious observer of the past 25 years of district history. Her periodic newsletter is a brash alternative to a generally uncritical local press.

When I first interviewed Turk nearly two years ago, she described local politics as “run with an iron fist” with “only certain people” in the local power structure. She welcomed the return of the district’s accreditation but lamented the lack of significant improvement in academic performance. “We’re no better than we were ten years ago,” she said. “It’s really hard to see something positive.”

Today, she sees in the elected board an opportunity for real progress but has concerns that years of state-appointed oversight and corrupt influencers still entrenched in the system will thwart authentic democratic governance.


St. Louis will get four new charters, including another KIPP and a private school that turned charter so families would no longer pay tuition. A charter plagued with financial mismanagement and suspicion of inflated enrollment will close.

Kairos Academies is enrolling sixth-graders for its personalized learning-themed middle and high school opening in the Marine Villa neighborhood. It’s the only entirely new school opening in August. Founders Gavin Schiffres and Jack Krewson are Teach For America alumni who taught briefly in north St. Louis County districts. Krewson is the son of St. Louis Mayor Lyda Krewson.

St. Louis College Prep closed in May after it wound up in financial trouble mid-year following revelations of possible attendance inflation by its founder and executive director. Lafayette Preparatory Academy, a nearby elementary school, tried to step in and purchase the building to add its own high school. The deal to purchase the building fell through and plans for a high school have been postponed, according to Susan Marino, Lafayette Prep’s executive director.

The Soulard School, which had been a private school in south St. Louis, is converting to a charter school this fall.

Creative destruction continues to roil St.Louis, aided by TFA.



St. Louis once again has an elected board after 12 years of state control. It’s hard to know what factors led to the district’s improvement but one factor stands out: the same superintendent Dr.Kelvin Adams has been in charge since 2008. The implicit message appears to be about the value of continuity and stability, which are anathema to Disrupters.

The following commentary was posted by St. Louis Schools Watch, a civic advocacy group:

 St. Louis Schools Watch

Susan Turk,
Editor and Reporter

Congratulations Are In Order!

April 16, 2019—St. Louis–This morning the Missouri State Board of Education voted unanimously to approve termination of the transitional school district superimposed on the St. Louis Public School District at the end of its current term, June 30, 2019.  As a result, on July 1, 2019, the elected St. Louis Board of Education will return to governance of the St. Louis Public Schools after twelve long years.

Commissioner of Education Margie Vandeven recommended the termination of the transitional district because the Special Administrative Board which has governed the SLPS for the duration has accomplished the purposes for which it was established.  Vandeven spoke about four concerns which motivated the State Board to revoke accreditation and institute the transitional district in 2007.  The four concerns were financial status, accreditation history, student performance and leadership instability.

Vandeven reported that while the SLPS had a $24.5 million deficit representing a negative fund balance of 5.79% in 2007, SLPS now has reserves of $78.6 million or a positive fund balance of 22.24%.  Having less than 3% reserves puts a district in financial stress and allows the State Board to dissolve a school district. Their Annual Performance Reports and accreditation status has improved and stabilized and leadership has been stable.  Improvement was noted in the dropout rate, 13.9% in 2007-8 to 8.2% in 2017-18 and the graduation rate, 55.9% in 2007-8 versus 78.2% in 2017-18, among other factors.

Prior to 2007 there had been no less than 6 superintendents in the preceding 5 years as compared to Dr.Kelvin Adams serving as superintendent since November 2008.

The elected board was credited with having undergone 50 hours of extensive training in preparation for regaining governance. State Board Vice President Victor Lenz declared them ready to resume governance. Commissioner Vandeven reminded the State Board that they had two statutory options, either continuing the transitional district and the SAB or returning the elected board to governance, There is no statutory allowance for a hybrid board of both elected and appointed members. At least one state board member, Peter Herschend, had spoken of a preference for a hybrid board option previously.

State Board President Charlie Shields asked State Board VP Victor Lenz to make the motion to terminate the transitional district and return governance to the elected board effective July 1, 2019. Shields then  asked Board Member Mike Jones to second the motion.   After they did so, Shields asked, Jones, Lenz and Board Member Peter Herschend to offer remarks, which they did.

Mike Jones, who never lacks for eloquence, heaped praise on the SAB. He spoke about how hard it is to govern. He said there should be special recognition for their success. That theirs was a story about how to do things the right way, which should be documented.  Jones also addressed the elected board members present, Dorothy Rohde Collins, Susan Jones, Donna Jones, Dr. Joyce Roberts and Natalie Vowell, telling them that they did not represent the community but the 22,000 children in the school district who can’t represent themselves. He implored them to listen to the advice and concerns of the adults in the community but not to take orders from them, to make up their own minds about what is best for the children and trust their own judgment. He said that the hardest part of leadership was making the least worst choice sometimes. He also told them to figure out how to do what the SAB did. He ended with a riff on becoming a team and trusting one another.

Dr. Lenz also praised the SAB, and spoke about the need to trust each other and the superintendent. He acknowledged that the 12 year length of the SAB’s governance was unusual and advised them to learn the difference from people who were giving good advice versus giving them orders.

Herschend revived the old meme of the 5 superintendents who served during a 2 year period. He criticized that Board as a board that was trying to operate as opposed to make policy. He claimed that was the difference between failure and success, told them their most important job was the selection, maintenance and evaluation of the district’s leadership. “If you do that well, the district will succeed,” he said.  “If you fail, it will revert to where it was.” He implored them to care about the kids and ended by saying they were being handed an opportunity to create a flagship district that others in the country would look up to as an example.

Shields added that in Missouri we believe in local control which is why we have state standards but not a state curriculum. So there is a commitment to elected governance. He said governance by an appointed board was always meant to be temporary. He told them he had never seen a process where people were better prepared for the challenge and said he expected them to do a fabulous job. A voice vote on the motion was then taken and all said, “Aye”.

It was anticlimactic. It was surreal.  I should have been happy.  But the bovine excrement being served up spoiled the moment.

First, the data they were using to explain their reasons for taking over the district came from the 2007-2008 school year. That was the end of the first year the SAB governed the district. It is difficult to cull data from 12 years ago on dese,  Software incompatibility prevented this reporter from accessing the data but memory reminds that achievement data was lower after the SAB’s first year than it had been under the last year of the elected board’s governance. Perhaps that is why it was tempting to use as an illustration. Then again, superintendent at the time, Dr. Diana Bourisaw was insistent that SLPS data supported the district keeping its accreditation.  Perhaps using the 2006-2007 data as compared to the lower 2007-2008 data would have been embarrassing.

Second, although Commissioner Vandeven expressed concern that student achievement did not show improvement, that was barely touched upon.  In truth, the ELA proficient and advanced score of 22.8% and math proficient and advanced score of 18.4% from 2017-18 can be brushed aside as inconsequential because of the annually changing tests over the past 4 years. But, during the tenure of the elected board and even some years during the SAB’s governance, achievement on the MAP has been as high as 35% on ELA and 28% in math. Academic achievement has suffered under the SAB. But this may be a blessing in disguise for the elected board. Achievement scores can only rise from where they currently are.

And third, it was difficult to sit through praise of the SAB’s success and criticism of the elected board when Darnetta Clinkscale sits on the SAB. She was president of the elected board during the period of time that the district ran through those 5 superintendents. How could one board be excoriated and the other upheld as the epitome of boards when she participated in both? Cognitive dissonance ran rampant.  But it has been this way through this entire 12 year period. The SAB has been the good board and the elected board has been the bad board and damn any evidence to the contrary.

It is good that the elected board is returning to governance.  But 12 years have been lost. That’s an entire generation of students.  Back in 2003, when a multiracial group of parents from the Parent Assembly coalesced around the idea that electing parents to the Board Of Education could have a positive impact on student achievement, they could not conceive that our civic leaders would react to their electoral success by advocating that the governor implement a state takeover of the SLPS. Twelve years later, with achievement scores dismal, we will finally get to see whether a board informed by parents can make a difference.

The editor encourages readers to forward The Watch to anyone you think would be interested. Our city and our schools need as much public awareness and public engagement as we can muster at this time.
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April 18 2019, Thursday, monthly meeting of the Special Administrative Board, 6:00 p.m., 801 N. 11th Street, room 108

April 23, 2019 Tuesday, 6:30 p.m., meeting of the Board of Education, 801. North 11th St. room 108, St. Louis, MO 63103.

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We learned just last July that the Billionaire Reformers had created another organization to disrupt public education, called The City Fund. This is a ragtag collection of guys who had disrupted public education in several cities and had pooled their talents to collect an initial downpayment of $200 million from their sponsors. They shook the money tree and $200 million dropped down. Who is behind this new group? The Hastings Group (Netflix founder Reed Hastings), the John and Laura Arnold Foundation (ex-Enron billionaire), the Gates Foundation, the Dell Foundation, and the Walton Family Foundation. The usual Destroy Public Education crowd. Their target cities: Nashville, Denver, St. Louis, Newark, Atlanta, Indianapolis, and San Diego.

Their first conquest: St. Louis.

St. Louis has been under state control since 2007 and has struggled to regain an elected board. The district was ripped off by “reformers,” who brought in the Alvarez & Marsal consulting firm to run the district. A&M installed the former CEO of Brooks Brothers clothing store as the superintendent, outsourced as much as possible, laid off 1,000 teachers, hired TFA, closed public schools, brought in charters, collected multi-million dollar fees, and left the district in worse shape. Jeff Bryant summarizes the sad story here. One six-school for-profit chain, Imagine, was kicked out of St. Louis in 2012, having profited handsomely on real estate deals but produced poor results.

St. Louis public schools have made large strides in the past decade, thanks largely to Superintendent Kelvin Adams, who has led the district since 2008 and restored stability.

St. Louis is expected to regain an elected board in the next few months, and in last week’s election, two seats were open. Sadly, two TFA veterans won them. They had the money and the usual promises. 

Here are the winners, described by a local parent group the day before the election.

“Tracee Miller’s candidacy is problematic. She appears to have only had negative experiences with SLPS [St. Louis Public Schools] as a Teach for America corps member who taught in the district for three years, a program coordinator and advocate for her godson. One would expect someone running for school board to have more measured experiences with the district, something positive as well. That does not appear to be the case with her. She reported being banned from her godson’s school.
”This reporter has known dozens of SLPS parents who over the years have made irritating pains in the neck, not to mention other parts of the body, of themselves while advocating for their children to school principals and district administrators, without getting themselves banned. Banning unfortunately happens from time to time but it is rare. A parent has to cross a line for that to happen. Not knowing the specifics of Miller’s case, it is not possible to judge whether she was treated fairly. However, experience instructs my judgment that one can make quite the pest of oneself and not get banned. It is possible and even necessary at times to be a forceful advocate for one’s own and even other parents’ children and get downright unpleasant in so doing and not get banned from district buildings. A board member has to be able to work with people to accomplish anything. Between leaving teaching when she was not allowed to implement her own curriculum in her class, and getting banned from her godson’s school, Miller may be indicating that she lacks collaborative skills.
“After working for SLPS, she in her own words, “moved into a position as a program coordinator with a national education nonprofit organization, where I managed math intervention programs in East St. Louis, St. Louis, Boston, and Holyoke Public Schools.” That was Blueprint Schools Network, which made a bad situation worse at Boston’s Paul S. Dever Elementary School. If you want to read more about that education privatizer’s impact in Boston see Miller currently works for the privatizing virtual school education powerhouse Khan Academy.
“She acknowledged a large donation from Leadership for Educational Equity, an organization affiliated with Teach for America which funds T4A alumni running for school boards across the country. She did not report the total amount of two checks, $1,500 at the Better Budgets, Better Schools candidate forum when asked and claimed that it was a loan which she would repay. She did not report those contributions as loans on her campaign finance reports.. They are listed as direct contributions. That amounts to about a quarter of the $6,000 she raised from friends and relatives around the country which has allowed her to pay for ads on Face Book. On line campaigning is very effective with younger voters and may well get her elected which would be unfortunate. She has the passion but does not appear to have the temperament to be an effective board member.
“Former Teach for America Corps Member Adam Layne sees no conflict of interest with his serving on the board of the soon to open Kairos charter school, which will draw students and resources away from SLPS while serving on the elected SLPS school board. He speaks with convincing passion about his reasons for serving on the charter school board. He has yet to articulate equal passion when discussing his reasons for running for our elected Board Of Education. A candidate running for the St. Louis Public Schools Board of Education, ought to hold the SLPS as their primary priority. That does not appear to be the case for Layne.
Lastly, Layne is being supported in his campaign for school board by $20,000 in untraceable dark money from a shadowy organization named Public School Allies. Allies don’t hide their faces. Last November Missouri voters overwhelmingly rejected the injection of dark money in our political campaigns by passing the CLEAN ballot initiative. Why elect a school board candidate who does not share those ideals?”
Both were elected.
Follow the Money. 
Layne candidly admitted he supports anti-union right-to-work laws, which the public recently rejected in Missouri.
Why do so so many TFA alums turn out to be right-wingers? Is that part of their training?
Layne’s Dark money came from City Fund, so score a victory for the billionaires.

St. Louis College Prep charter school is under investigation for fraud.

St. Louis College Prep has lost tens of thousands of dollars in state funding amidst an investigation into whether the charter school’s founder over-reported attendance records.

The Missouri State Auditor’s office accepted a request Jan. 11 from Education Commissioner Margie Vandeven to review St. Louis College Prep’s finances. Charter schools are public schools that receive state and federal funding but operate independently from traditional school districts.

The charter school’s sponsor, University of Missouri-St. Louis, in October “identified possible issues with attendance data and remedial enrollment numbers that would have resulted in overpayments to the school in previous years,” Bill Mendelsohn, the executive director of UMSL’s charter school office, said in a statement.

Mendelsohn brought the findings to the school’s board of directors. When questioned about the potential irregularities, the school’s founder and executive director, Mike Malone, resigned Nov. 1. The board alerted the state Department of Elementary and Secondary Education — or DESE — the following day.


School districts in Missouri customarily have nonpartisan school board elections. No more. Tomorrow voters will go to the polls in the Parkway District (a suburb of St. Louis) to select two new school board members. Five candidates are running for two open positions on the school board.

An organization has entered the race to endorse candidates who are opposed to abortion, sex education, and student protests.

It has endorsed two of the five who are running.

Who is paying for this group’s campaign activities?

No one knows.

The group calls itself Advocates for Educating Taxpayer Accountability.

How ironic that a group that hides the names of its contributors says it favors “accountability” when it refuses to be either transparent or accountable.

Why are they hiding? Why don’t they announce their names?

Jeff Bryant of the Education Opportunity Network reports here on the sad story of what happened to public education in St. Louis, once a mecca of public education. The city has elegant public school buildings that were designed for eternity, but now stand shuttered and desolate.

What happened?

Racism. Segregation. White flight. Civic abandonment. Economic decline.

Remedies? The Broad Foundation and the Koch brothers to the rescue (not). Politicians committed to privatization. Business management. School closings, almost entirely in African-American neighborhoods. Incompetent business leadership. Some charter schools with high test scores, most with lower scores than the public schools. Charter scams and scandals. Profiteering. Loss of accreditation. State takeover. A new superintendent, determined to revive public education. Improved scores and graduation rates. Accreditation restored. New public schools with selective admissions, competing with charter schools.

Bryant visits some of the beautiful, abandoned schools and draws lessons from them.

“Many of these schools, like Cleveland High, are grand structures, built a hundred years ago or more, in a style that features intricate brick and stone exteriors with turrets and arches and spacious interiors with vaulted ceilings and sunlit classrooms.

“But the story of St. Louis’s schools is about so much more than the buildings themselves. It’s a story about an American ideal and what and who gutted that ideal.

“It’s also a story that merits important attention today as prominent education policy leaders, such as U.S. Secretary of Education Betsy DeVos, contend conversations about education should not even include the subjects of buildings and systems.

“Today’s current thinking that learning can “occur anyplace, anytime” prompts entrepreneurs to create networks of online schools and charter school operators to open schools in retail storefronts and abandoned warehouses.

“But the grand schools St. Louis built for its children caution that the permanency of schools as buildings and institutions is worth defending.

“More than a century ago, St. Louis embarked on a revolution in education that made the city’s schools the jewel of the Midwest and a model for urban school districts around the nation.

“I was recently standing in at one of the places where the revolution started: Elliot School at 4242 Grove St. It was padlocked with a graffiti-covered “For Sale” sign out front. The district closed the school in 2004.”

Footnote: Missouri legislation now debating expansion of charter schools to other districts.

Donald Cohen, executive director of In the Public Interest, reports on a billionaire’s ambition to privatize the St. Louis airport.

The billionaire in question is Rex Sinquefeld. He is the very same billionaire who pushes charters and vouchers. He just hates anything public.

Cohen writes:

“When the Federal Aviation Administration accepted the city’s application for federal support to privatize Lambert International Airport in April, few were surprised. The Trump administration is pushing for more private financing of infrastructure, and even has proposed a federal bonus for local and state governments that sell or lease assets like roads and airports (called “asset recycling”).

“The bigger the thing you privatize, the more money we’ll give you,” said Gary Cohn, director of Trump’s National Economic Council and former president of Goldman Sachs.

“But many wondered what’s in it for St. Louis. The airport is in good shape both physically and fiscally—it draws in $6 million annually to help fund city services.

“Turns out Sinquefield is singlehandedly bankrolling the application process. He sees it as an trade-off: selling off or leasing the airport to private investors would make up for the lost revenue of lowering taxes.

“Privatizing Lambert International Airport would be foolish for a number of reasons. Without careful scrutiny and protections, such “public-private partnerships” lower job quality and threaten to limit transparency and democratic decision-making for decades. They’re also risky—Chicago lost nearly a billion dollars leasing its downtown meters to Wall Street in 2008.”

Why does Sinquefeld want to sell off the city’s airport? Money and power. More important, shrink the public sector.

“And it has a lot to do with cutting taxes for the rich. Corporate America and Wall Street recognize the value of public assets like roads, airports, and water systems to a healthy society and growing economy. But they don’t want to pay for them—no, they want to profit off of them.

“Trump’s infrastructure agenda is light on details, but we know one thing—it would make a handful of people like Sinquefield even richer, many of them with connections to the president. D.J. Gribbin, Trump’s infrastructure advisor, used to work for Macquarie, an Australian financial firm that just so happens to be one of the investors in play to take over the airport in St. Louis.

“Public goods are meant to benefit everyone, not the few—that’s what makes them public.”