Archives for category: Vallas, Paul

Thanks to loyal reader Prof. W. for forwarding this story.

Chicago public schools have been under mayoral control since 1995.

Mayor Daley hired Paul Vallas to reform the schools. He went on to reform the schools in Philadelphia, New Orleans, and Haiti, and now he is reforming schools in Bridgeport while running a national consulting business on reforming schools.

Then Mayor Daley promoted Arne Duncan to reform the schools. Duncan called his reforms “Renaissance 2010.” Before he left for DC in 2009 Duncan opened 100 new schools and closed many neighborhood schools.

Then came Ron Huberman to continue the Daley reforms.

And now Mayor Emanuel carries on in the Daley tradition, having recently instructed his hand-picked school board to close or privatize more schools.

And what’s the upshot of nearly two decades of reform?

“Twenty years of reform efforts and programs targeting low-income families in Chicago Public Schools has only widened the performance gap between white and African-American students, a troubling trend at odds with what has occurred nationally.

Across the city, and spanning three eras of CPS leadership, black elementary school students have lost ground to their white, Latino and Asian classmates in testing proficiency in math and reading, according to a recent analysis by the University of Chicago Consortium on School Research.”

The Consortium report had the following conclusions:

• Graduation rates have improved dramatically, and high school test scores have risen; more
students are graduating without a decline in average academic performance.
• Math scores have improved incrementally in the elementary/middle grades, while
elementary/middle grade reading scores remained fairly flat for two decades.
• Racial gaps in achievement have steadily increased, with white students making slightly more
progress than Latino students, and African American students falling behind all other groups.
• Despite progress, the vast majority of CPS students have academic achievement levels that are
far below where they need to be to graduate ready for college.

Some more quotes from the report:

“Chicago schools are not what they were in 1990. Graduation rates have improved tremendously, and students are more academically prepared than they were two decades ago. ACT scores have risen in recent years, and elementary math scores are almost a grade level above where they were in the early 1990s. However, average test scores remain well below levels that indicate students are likely to succeed in college.

This is not a problem that is unique to Chicago. Nationwide, the typical high school graduate does not perform at college-ready levels. Chicago students do not perform more poorly than students with similar economic and ethnic backgrounds at other schools in Illinois.” p. 78

Over the course of the three eras of school reform, a number of dramatic system-wide initiatives were enacted. But instead of bringing dramatic changes in student achievement, district-wide changes were incremental -when they occurred at all. We can identify many individual schools that made substantial, sometimes dramatic, gains over the last 20 years, but dramatic improvements across an entire system of over 600 schools are more elusive.

Past research at CCSR suggests that that the process of school improvement involves careful attention to building the core organizational supports of schools -leadership, professional capacity, parent/community involvement, school learning climate, and instruction (Bryk, et al., 2010).

Building the organizational capacity of schools takes time and is not easily mandated at the district level. Nevertheless, the extent to which the next era of school reform drives system-wide improvement will likely depend on the extent to which the next generation of reforms attends to local context and the capacity of individual schools throughout the district.” p. 79

It is hard to see how this rate of change will eliminate poverty or close the achievement gaps (which have widened).

And will anyone be held accountable?

Jonathan Pelto reports that Paul Vallas, the interim superintendent of Bridgeport, CT, has ordered that students there take three rounds of tests in addition to the Connecticut state tests.

This is indicative of a common fallacy among education reformers. They tend to think that the cure for low test scores is to take more tests. They think that the answer to low scores is to raise standards even higher.

By taking more tests, students will learn how important the tests are, they will get used to taking tests, they will be more ready for the next test. The problem with this reasoning is that testing is not teaching. Students are learning test-taking skills, which have no real value outside of K-12 schooling. This is not a skill in high demand anywhere else. More time for testing means less time for teaching. Less time for teaching means less time for learning.

Raising standards higher when kids can’t reach the ones you have is pointless. It’s like saying that if 50% of the children can’t jump over a 3-foot bar, the answer is to raise it to 4-feet. Next stop: grade inflation and credit recovery.

Bottom line: dumbing down education.

What these students need: more and better instruction.

 

Residents of Bridgeport, CT, will soon vote in an election for members of their school board.

For reasons to complicated to get into here, the previous unelected school board was declared illegal by the state’s highest court, which ordered a new election.

If you read Jonathan Pelto’s blog, you will get the full story of how an illegal board was put in charge of the district, hired Paul Vallas to be a superintendent for $229k a year at the same time that he runs a consulting business on the side.

Now as the election approaches, one of the members of the illegal board is running for the elected. Although he is a Democrat, he declares that he favors vouchers, which is a historic Republican plank. He favors vouchers even though the money to fund them will decrease the funding of the public schools he want to oversee.

This election will test the residents of Bridgeport. That is, unless the electoral process is not corrupted by an infusion of big money from the Wall Street hedge fund managers who seem to grow on trees in places like Darien, New Canaan, and Greenwich.

Paul Vallas has taken over as superintendent in Bridgeport, Connecticut, while running a consulting business on the side (he just won a $1 million contract to help fix the Illinois schools).

He is concerned that students and teachers slack off after they take the state tests in March, so he has just imposed yet another round of tests for the end of year, which will precede the administration of even more tests.

You see, this is the way corporate reformers think. If students don’t have tests to face, they won’t learn anything. If teachers don’t have a test to prepare students for, they won’t teach anything. They think that no one in school will do anything unless someone at the top is holding out a stick or a carrot.

What they do not understand is the basic idea of intrinsic motivation. By relying so heavily on extrinsic motivation, the corporate reformers will snuff out any outcroppings of intrinsic motivation.

What the Bridgeport approach will do with certainty is to eliminate any time for creative activities and projects; to remove any time for exploration and un-regimented learning. It will substitute testing for teaching. It relies on coercion as the prime motivator for learning.

It is a plan that will prepare students for factory work in the early twentieth century.

Diane

Those pesky public schools! They get reformed, and they don’t stay reformed!

They get saved, and they don’t stay saved! What gives?

Take Chicago: First, Chicago was saved by Paul Vallas in the 1990s; President Clinton congratulated Vallas for raising test scores and all sorts of innovative reforms. Then came Arne Duncan to lead the Chicago school system, and he developed a new plan to save the schools, called Renaissance 2010. Under this plan, 100 or more schools were closed and 100 or more charters and other privately run schools were created. Schools closed, schools opened. By the time 2010 rolled around, Duncan was U.S. Secretary of Education and he took the lessons of Renaissance 2010 and applied them to the nation.

Sadly, even with 2010 having come and gone,  Chicago did not stay saved, so Mayor Rahm Emanuel imported a new Superintendent, J.C. Brizard, from Rochester, to save Chicago public schools yet again. Brizard had a pretty awful record in Rochester (proficiency rates on state tests were only in the 25% range and graduation rates fell). But no matter, Mayor Emanuel decided he was the very one to save Chicago this time. So it goes.

The original saviour of the Chicago public schools meanwhile went off to the Philadelphia public schools, where he saved them as he had saved the Chicago schools. Once again the media hailed a turnaround. The state-controlled School Reform Commission got annoyed when Vallas ran up an unexpected deficit, so he exited and went to save New Orleans. In New Orleans, Vallas won national media acclaim because he encouraged privately-run charters to open and basically put the public school system out of business (Hurricane Katrina had cleared the way). Millions on millions of private and public dollars poured into New Orleans to open charter schools. Now about 80% of the Recovery School District are enrolled in charters. No one thought it worthwhile to revive the moribund public schools. Why bother when so many eager reformers were eager to run their own schools. (Please ignore the fact that most of the New Orleans charters were rated D or F by the state and found to be one of the lowest-performing districts in the state–but that was before Governor Bobby Jindal took change of the State Board of Education and the State Department of Education).

Vallas left New Orleans to try to do for Haiti what he had done for New Orleans, but I don’t know where that stands. He also made an appearance in Chile, but students turned out by the thousands to protest any new measures to privatize that nation’ s schools and universities. Apparently they are fed up with the University of Chicago privatization reforms. http://www.substancenews.net/articles.php?page=2439

Now Vallas has been hired to save the public schools in Bridgeport, Connecticut, and he has been given a free hand, as is his way. Jonathan Pelto, a political blogger in Connecticut, has been raising questions about Vallas’ deal with Bridgeport. http://jonathanpelto.com/2012/05/16/vallas-says-no-prob-1m-deal-wont-affect-his-work-in-bridgeport/  and http://jonathanpelto.com/2012/04/22/i-wouldve-sworn-you-used-the-word-transparency-the-art-of-moving-public-funds-off-line/

The most interesting part of Vallas’ deal is that he is not only superintendent of schools but runs a consulting company on the side. The Vallas Group just won a contract for $1 million to advise Illinois on saving its schools. It’s one of those “look, Ma, no hands,” moment, when Vallas says that he can handle both jobs. I don’t know of any other superintendents who run a private business on the side, do you?

But see how things go in circles when it comes to saving schools: Vallas is back to save the Chicago schools that he saved more than a decade ago. Maybe he could pick up a contract to save the Philadelphia schools again, since the School Reform Commission wants to hand a large portion of them over to private management.

Whatever else you might say about school reform, two things are clear:

One, the schools don’t stay saved for long;

And, two, it’s a very rewarding business for those who make a profession of saving them.

Diane