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College Preparation, Community Partners, Curriculum, Governance/Board Decision Making, History - Madison Schools, School Climate, Staff Support, Student Support, TAG, Teacher Support, What Can I Do?

Complaint Filed Against Madison Schools

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greatmadisonschools.org, via a kind reader’s email:

News Release, Complaint attached

Fifty Madison School District parents filed a formal complaint on September 20, 2010, with the Wisconsin Department of Public Instruction (“DPI”) against the Madison School District for violating State statutes for gifted education. The complaint targets Madison West High School‘s refusal to provide appropriate programs for students identified as academically gifted.

State statutes mandate that “each school board shall provide access to an appropriate program for pupils identified as gifted and talented.” The DPI stipulates that this programming must be systematic and continuous, from kindergarten through grade 12. Madison schools have been out of compliance with these standards since 1990, the last time the DPI formally audited the District’s gifted educational services.

“Despair over the lack of TAG services has driven Madison families out of the district,” said Lorie Raihala, a parent in the group. “Hundreds have left through open enrollment, and many have cited the desire for better opportunities for gifted students as the reason for moving their children.”

Recognizing this concern, Superintendent Dan Nerad has stated that “while some Madison schools serve gifted students effectively, there needs to be more consistency across the district.”

“At the secondary level, the inconsistencies are glaring,” said Raihala. “There are broad disparities among Madison’s public high schools with regard to the number of honors, advanced/accelerated, and AP courses each one offers. Also, each school imposes different requirements and restrictions on students seeking advanced courses. Surprisingly, Madison’s much touted West High School offers the fewest advanced course options for ninth and tenth graders. While the other schools offer various levels of English, science, and social science, Madison West requires all students to follow a standardized program of academic courses, regardless of their ability. This means that students with SAT/ACT scores already exceeding those of most West seniors (obtained via participation in the Northwestern University Midwest Area Talent Search program) must sit through the same courses as students working at basic and emerging proficiency levels.”

Related:

Gayle Worland:Parents file complaint over ‘talented and gifted’ school programming.

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Breaking down the Eau Claire Area School District budget

While property values have decreased in Eau Claire, school district employees say property tax rates are going up about 4 percent this year.
While Eau Claire’s superintendent Dr. Ron Heilmann notes that the economic times are still tough for many, he says the increase this year will likely be about half of last year’s increase which was right around 7 percent.
The paintbrushes fly in Kriss Webert’s seventh grade art room. And these kids can thank $2.5 million in federal stimulus money for keeping their art classes.
But Superintendent Heilmann paints a much grimmer picture if that money had not been around this year.
“Larger class sizes, we would have seen larger class sizes at the elementary level, and we actually added back some staffing at the middle and high school level. Those dollars have helped mitigate the direct cost to taxpayers in the addition of staff,” he says.
But, the $2.5 million federal jobs dollars are just a piece of the very complex puzzle that makes up the Eau Claire Area School District budget.

Eau Claire’s proposed 2010-2011 budget is $147,973,616 for 10,700 students ($13,829 per student). Madison spent $15,241 per student during the 2009/2010 budget year.

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Harvard, Cisco, BBN bring high-speed Internet to Cambridge Rindge and Latin

Cambridge Chronicle

Harvard University recently announced a new partnership with Boston and Cambridge designed to bring the world to students faster and clearer than ever.
Harvard will share its access to the super high-speed Internet2 Network connection with Boston and Cambridge schools, granting all 148 public schools in the two cities use of the most advanced networking consortium in the world.
In addition, Cisco is contributing Cisco TelePresence equipment to the John D. O’Bryant School of Math and Science and Cambridge Rindge and Latin School enabling the students and teachers to connect with people around the globe. This interactive collaboration tool will reportedly put them at the forefront of teaching and learning. Raytheon BBN Technologies, an advanced networking research company, has donated the networking equipment that provides connectivity to Cambridge.
“Technology is exciting but it isn’t a goal in and of itself,” said Cambridge Superintendent Jeffrey Young. “Making it easier for students and teachers to access and participate in the world of ideas as players not just observers is what matters. These resources can break down the walls of the classroom and extend teaching and learning to every corner
of the globe.”

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Four Steps to Promote Savings in School (town) Spending

Dr. Armand A Fusco, via email

There is one harsh and undeniable fact that must be accepted with school (and town) spending: There is no strong incentive to save dollars. Unlike schools, the business world’s incentive to save is driven by the “bottom line.” Unfortunately, there is no “bottom line” in school operations because, with rare exception, there is always more money provided every year regardless of productivity or results. Yet, even though the business world has a strong incentive, the American Productivity and Quality Center, estimates that there is still 20%-30% waste in time and money.
Waste is defined as “Anything that adds cost without adding value.” This, of course, is assessed more easily in business organizations; however, it is rarely a consideration in schools. For example, in job descriptions it would be unusual to find any mention that an employee is responsible for controlling and cutting costs; in addition, it is not part of any evaluation process or even as a policy statement. An exception was found in Ann Arbor, MI, and if all superintendents’ job descriptions followed this example, it would have a powerful and meaningful impact on fiscal accountability.
Step One: Job Description
The Superintendent (1) shall diligently identify opportunities to reduce costs and improve operating efficiency in all areas of district operations (2) is charged with the responsibility of seeking ways to reduce costs and improve efficiency while maintaining the organization’s mission and performance (3) will provide guidelines to support constant and continual improvement in the organization (4) will ensure that promoting savings will be a part of every employees’ and department’s yearly evaluation (5) shall regularly inform new and current employees that finding more efficient and economical ways to accomplish the district’s educational mission and that it is an implied component of every job description (6) may call on any employee to assist in a formal investigation to identify more efficient operations and/or cost-reduction opportunities (7) will establish a program through which employees may make suggestions relating to more efficient operations and/or cost-reduction opportunities, and be recognized for such efforts (8) will ensure that department heads shall continually monitor their areas to identify any potential cost reduction and/or efficiency improvement and will report quarterly on specific efforts made to promote savings through controlling or cutting costs, as well as, the process or procedure that was used to determine the savings calculation and (9) shall present such findings to the Board and community on a quarterly basis.
Step Two: Policy Adoption
However, the job description and evaluation process is not enough. The BOE must adopt a policy that will clearly establish a culture of fiscal accountability. The following example is edited from Greenwich, CT:
1. The District shall not engage in the mismanagement of financial, physical and human resources and Shall not fail to act as a good fiduciary for all taxpayer assets.
2. Taxpayer assets, including but not limited to, all facilities, equipment, materials, tax dollars, and all other sources of funds may not be inadequately maintained, unnecessarily risked, wasted, or allowed to deteriorate
3. The District shall not fail to maintain procedures and systems to control management of resources, including, at a minimum, accounting; budgeting; data management; purchasing; ordering goods and services; inventories of equipment and supplies, and record retention.
Step Three: A Pledge
All officials, upon election or appointment, shall pledge verbally and in writing the following:
“It is my sworn duty and obligation to manage all physical, human, and financial resources in the most effective, efficient, economical and ethical manner. Furthermore, I will support the establishment of a Citizen’s Performance and Review Audit Committee (CPRAC) to provide independent and objective oversight to ensure that the commitments made for fiscal responsibility will be followed in spirit and action. I will demonstrate my support to the CPRAC by providing all requested public documents and information at no cost and without FOI requirements.”
Step Four: The CPRAC
The committee will consist of local volunteers who will be trained in best financial and management practices and will be self governing. The author of this op-ed piece, a retired school superintendent, will provide the orientation, materials and training at no cost: fusco.a@comcast.net. Such committees have already been established in several communities.
These simple steps only require action on the part of a BOE (the town can do the same) and will have no budgetary implications.
Why would any official refuse to implement such a simple process?
Dr. Armand A. Fusco, 1563 Durham Rd, Guilford, CT
Name Dr. Armand A. fusco
E-mail: fusco.a@comcast.net
Telephone 203-453-1301
Submit Submit

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Madison’s Proposed 4K Program Update: Is Now the Time?

Madison Superintendent Dan Nerad PDF:

The Madison Metropolitan School District (MMSD) recently made a request for proposals (RFP) for early childhood care and education (ECE) centers interested in partnering with MMSD to provide four year old kindergarten (4K) programming starting in Fall 2011. In order to be considered for this partnership with the district, ECE centers must be accredited by the City of Madison or the National Association for the Education of Young Children (NAEYC) to ensure high quality programming for MMSD students. The ECE centers can partner with MMSD to be either a 4K Model II program (in an ECE center with an MMSD teacher) or a Model III program (in an ECE center with the ECE center’s teacher). The budget for 4K will support only 2 Model II programs, which aligns with the proposals submitted. There are 2 ECE centers who applied for Model II participation and 2 that applied to be either Model II or Model III. The ECE center proposals that have been accepted in this first step of the review process for consideration for partnering with the district to provide 4K programming are explained further in the following section.
II. ECE Center Sites
The following ECE center sites met the RFP criteria:
Animal Crackers
Bernie’s Place
Big Oak Child Care
Creative Learning Preschool
Dane County Parent Council
Eagle’s Wing
Goodman Community Center
Kennedy Heights Neighborhood
KinderCare-Londonderry
KinderCare-Old Sauk
KinderCare-Raymond
LaPetite-North Gammon
MATC-Downtown
MATC-Truax
Meeting House Nursery
Middleton Preschool
Monona Grove Nursery
New Morning Nursery
Orchard Ridge Nursery
Preschool of the Arts
The Learning Gardens
University Avenue Discovery Center
University Houses Preschool
University Preschool-Linden
University Preschool-Mineral Point
Waisman EC Program
YMCA-East
YMCA-West
Of the 35 ECE center sites, 28 met the RFP criteria at this time for partnerships with MMSD for 4 K programming. Seven of the ECE center sites did not meet RFP criteria. However may qualify in the future for partnerships with MMSD. There are 26 qualified sites that would partner with MMSD to provide a Model 111 program, and two sites that will provide a Model 11 program.
At this time, the 4K committee is requesting Board of Education (BOE) approval of the 28 ECE center sites that met RFP criteria. The BOE approval will allow administration to analyze the geographical locations of the each of the ECE center sites in conjunction with the District’s currently available space. The BOE approval will also allow administration to enter into agreements with the ECE center sites at the appropriate time.
The following language is suggested in order to approve the 28 ECE center sites:
It is recommended to approve the 28 Early Childhood Care and Education centers identified above as they have met the criteria of RFP 3168 (Provision of a Four-Year- Old Kindergarten Program) and further allow the District to enter into Agreements with said Early Childhood Care and Education centers.

Much more on Madison’s proposed 4K program here.
I continue to wonder if this is the time to push forward with 4K, given the outstanding K-12 issues, such as reading and the languishing math, fine arts and equity task force reports? Spending money is easier than dealing with these issues…. I also wonder how this will affect the preschool community over the next decade?
Finally, State and Federal spending and debt problems should add a note of caution to funding commitments for such programs. Changes in redistributed state and federal tax dollars may increase annual property tax payments, set to grow over 9% this December.

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Jefferson County, Colorado schools to increase some teachers’ pay to more than $100,000 Read more: Jeffco schools to increase some teachers’ pay to more than $100,000

Jeremy Meyer

Top-level teachers in select Jefferson County schools could be paid more than $100,000 a year under a pilot program funded by a new $32.8 million federal grant.
The program would make some educators working in a handful of high-poverty schools the highest-paid public school teachers in Colorado.
Jefferson County’s pilot pay system will roll out in the 2011-12 academic year in a few schools — changing the base pay of all teachers, providing up to $10,000 in annual performance bonuses and creating “master teachers.”
“We’re changing the norms,” said Superintendent Cindy Stevenson. “The profession has to change. If we don’t do it, someone else will do it to us.”
Jefferson County and Colorado Springs District 11 learned Thursday that they were among 62 winners in 27 states of the federal Teacher Incentive Fund grants, which support performance-pay plans in high-need schools.

Budget/Financing, Community Partners, Elections, Governance/Board Decision Making, School Climate

Atlanta school board minority fires back: “Join us in saying yes to the rule of law and no to an illegal coup d’état.”

Maureen Downey

he 5-4 split on the Atlanta Board of Education is getting wider with this letter to the community by the four-member faction opposed to the change in leadership:
Dear Concerned Atlanta Citizen:
Atlanta’s native son, Dr. Martin Luther King, Jr. (Nobel Peace Prize Winner and graduate of tlanta Public School’s Booker T. Washington High School) said, “I am not interested in power for power’s sake, but I’m interested in power that is moral, that is right and that is good.”
We four stand united in our opposition to the September 13 purported election of Khaatim Sheerer El as Chair and Yolanda Johnson as Vice Chair of the Atlanta School Board, not because we are interested in power for power’s sake, but because we believe the election violated the law and is detrimental to the well-being of Atlanta’s students. Moreover, we believe that this election and the behaviors linked with it, place student achievement secondary to personal agendas. We are concerned that this action will trigger an investigation by the Southern Association of Colleges and Schools (SACS) of its accreditation of the Atlanta Public School System. Finally, we believe that even the perception of a dysfunctional Board will hinder the system’s ability to attract and retain a quality Superintendent. That should be of utmost concern to all those who value the welfare of this city and its students.

Budget/Financing, Community Partners, Elections, Governance/Board Decision Making, School Climate

Helena-West Helena (Arkansas) School District deemed financially distressed

John Lyon:

The state Board of Education voted unanimously today to add the Helena-West Helena School District to the state’s list of fiscally distressed districts.
The board took the action because of declining fund balances and internal control problems that were identified in an audit. Declining enrollment has reduced the state funding the district receives, but expenditures have not been reduced accordingly, state education officials said.
“From 2007 to 2010 they’ve lost about 564 students,” said Bill Goff, the state Education Department’s assistant commissioner fiscal and administrative services. “A $6,000 per student, that’s about $3.4 million.”
The state Department of Education notified the district in July that it would be recommended for fiscal distress status. The district did not appeal.
Superintendent Willie Williams told the board the district is working with a financial consultant to reorganize personnel and make other changes to reduce expenditures. He said the district also is addressing the audit findings, which included reimbursement to school board members for non-business-related travel, restaurant bills and alcoholic beverages.

Budget/Financing, Community Partners, Discipline / Violence, Governance/Board Decision Making, School Climate

City schools’ trust problem

Jack Stollsteimer:

The recent news that the Philadelphia School District has seen its number of “persistently dangerous” schools drop by 20 percent should be cause for optimism. Disciplinary policy changes that I advocated while I was the state safe schools advocate, which were implemented with the strong support of Mayor Nutter and Superintendent Arlene Ackerman in 2008, may be having the hoped-for effect.
With most matters in the school district, however, every step forward is accompanied by at least one step backward. While the superintendent once stood up to members of the School Reform Commission who had long abetted the violence, she has since failed to back up her antiviolence policies with concrete action.
Ackerman’s ham-handed reaction to the victimization of Asian students at South Philadelphia High School is only the most obvious example. Continued cuts in alternative education programs for disruptive students are equally disappointing, as was the elimination of order-enforcing “climate managers” in neighborhood schools that need more capable adults, not fewer.
It’s hard for longtime observers of the district to believe the data and trust that it’s turned the corner on violence, partly because we’ve been lied to before. The district has supposedly had a “zero tolerance” policy on violence since 2002, but it failed to expel anyone for any offense between 2005 and 2009. The district reported school violence was on the decline from 2001 to 2006, but The Inquirer found that it had vastly underreported the data.

Budget/Financing, Community Partners, Curriculum, Events, Governance/Board Decision Making, History - Madison Schools, Lifelong Learning, Parenting, School Climate, Staff Support, Student Support, Teacher Support, What Can I Do?

Schools: The Disaster Movie A debate has been raging over why our education system is failing. A new documentary by the director of An Inconvenient Truth throws fuel on the fire.

John Heilemann:

The Harlem-based educator and activist Geoffrey Canada first met the filmmaker Davis Guggenheim in 2008, when Canada was in Los Angeles raising money for the Children’s Defense Fund, which he chairs. Guggenheim told Canada that he was making a documentary about the crisis in America’s schools and implored him to be in it. Canada had heard this pitch before, more times than he could count, from a stream of camera-toting do-gooders whose movies were destined to be seen by audiences smaller than the crowd on a rainy night at a Brooklyn Cyclones game. Canada replied to Guggenheim as he had to all the others: with a smile, a nod, and a distracted “Call my office,” which translated to “Buzz off.”
Then Guggenheim mentioned another film he’d made–An Inconvenient Truth–and Canada snapped to attention. “I had absolutely seen it,” Canada recalls, “and I was stunned because it was so powerful that my wife told me we couldn’t burn incandescent bulbs anymore. She didn’t become a zealot; she just realized that [climate change] was serious and we have to do something.” Canada agreed to be interviewed by Guggenheim, but still had his doubts. “I honestly didn’t think you could make a movie to get people to care about the kids who are most at risk.”
Two years later, Guggenheim’s new film, Waiting for “Superman,” is set to open in New York and Los Angeles on September 24, with a national release soon to follow. It arrives after a triumphal debut at Sundance and months of buzz-building screenings around the country, all designed to foster the impression that Guggenheim has uncorked a kind of sequel: the Inconvenient Truth of education, an eye-opening, debate-defining, socially catalytic cultural artifact.

Related: An increased emphasis on adult employment – Ripon Superintendent Richard Zimman’s recent speech to the Madison Rotary Club and growing expenditures on adult to adult “professional development“.
Everyone should see this film; Waiting for Superman. Madison’s new Urban League President, Kaleem Caire hosted a screening of The Lottery last spring. (Thanks to Chan Stroman for correcting me on the movie name!)
Caire is driving the proposed Madison Preparatory Academy International Baccalaureate charter school initiative.

Budget/Financing, Curriculum, Governance/Board Decision Making, School Climate, Student Support

U.S. education chief praises Manchester school

Beth Lamontangne Hall

Local education officials presented a glowing image of Bakersville Elementary School and the Manchester School District during a meeting with U.S. Secretary of Education Arne Duncan on Tuesday morning.
Teachers told the secretary that faculty members love what they do and treat each other like family. Parents said their children feel comfortable in the welcoming school, and Superintendent Thomas Brennan thanked city officials for providing much needed resources for books and staff.
Duncan was at Bakersville, labeled a “persistently low-achieving school” by the state Department of Education, as part of his Courage in the Classroom tour throughout the state this week. On Monday, Duncan visited Keene State College, and on Tuesday afternoon, he headed to Portsmouth Naval Shipyard to talk to military families.

Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, History - Madison Schools, School Climate, Staff Support, Student Support, Teacher Support

As the Madison school year starts, a pair of predicaments

2 Comments

Paul Fanlund, via a kind reader:

In fact, the changing face of Madison’s school population comes up consistently in other interviews with public officials.
Police Chief Noble Wray commented recently that gang influences touch even some elementary schools, and Mayor Dave Cieslewicz expressed serious concern last week that the young families essential to the health and vitality of Madison are too often choosing to live outside the city based on perceptions of the city’s schools.
Nerad says he saw the mayor’s remarks, and agrees the challenge is real. While numbers for this fall will not be available for weeks, the number of students who live in Madison but leave the district for some alternative through “open enrollment” will likely continue to grow.
“For every one child that comes in there are two or three going out,” Nerad says, a pattern he says he sees in other urban districts. “That is the challenge of quality urban districts touched geographically by quality suburban districts.”
The number of “leavers” grew from 90 students as recently as 2000-01 to 613 last year, though the increase might be at least partly attributed to a 2007 U.S. Supreme Court ruling that greatly curtailed the ability of school districts to use race when deciding where students will go to school. In February 2008, the Madison School Board ended its long-standing practice of denying open enrollment requests if they would create a racial imbalance.
Two key reasons parents cited in a survey last year for moving children were the desire for better opportunities for gifted students and concerns about bullying and school safety. School Board member Lucy Mathiak told me last week that board members continue to hear those two concerns most often.
Nerad hears them too, and he says that while some Madison schools serve gifted students effectively, there needs to be more consistency across the district. On safety, he points to a recent district policy on bullying as evidence of focus on the problem, including emphasis on what he calls the “bystander” issue, in which witnesses need to report bullying in a way that has not happened often enough.
For all the vexing issues, though, Nerad says much is good about city schools and that perceptions are important. “Let’s be careful not to stereotype the urban school district,” he says. “There is a lot at stake here.”

Related: the growth in outbound open enrollment from the Madison School District and ongoing budget issues, including a 10% hike in property taxes this year and questions over 2005 maintenance referendum spending.
The significant property tax hike and ongoing budget issues may be fodder for the upcoming April, 2011 school board election, where seats currently occupied by Ed Hughes and Marj Passman will be on the ballot.
Superintendent Nerad’s statement on “ensuring that we have a stable middle class” is an important factor when considering K-12 tax and spending initiatives, particularly in the current “Great Recession” where housing values are flat or declining and the property tax appetite is increasing (The Tax Foundation, via TaxProf:

The Case-Shiller index, a popular measure of residential home values, shows a drop of almost 16% in home values across the country between 2007 and 2008. As property values fell, one might expect property tax collections to have fallen commensurately, but in most cases they did not.
Data on state and local taxes from the U.S. Census Bureau show that most states’ property owners paid more in FY 2008 (July 1, 2007, through June 30, 2008) than they had the year before (see Table 1). Nationwide, property tax collections increased by more than 4%. In only four states were FY 2008’s collections lower than in FY 2007: Michigan, South Carolina, Texas and Vermont. And in three states–Florida, Indiana and New Mexico–property tax collections rose more than 10%.

It will be interesting to see what the Madison school District’s final 2010-2011 budget looks like. Spending and receipts generally increase throughout the year. This year, in particular, with additional borrowed federal tax dollars on the way, the District will have funds to grow spending, address the property tax increase or perhaps as is now increasingly common, spend more on adult to adult professional development.
Madison’s K-12 environment is ripe for change. Perhaps the proposed Madison Preparatory Academy charter school will ignite the community.

Budget/Financing, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

A Look at Wisconsin School Administrative Salaries; Madison has 45 employees earning > $100,000 annually.

Amy Hetzner

Public school districts in southeastern Wisconsin reported paying their top leaders an average salary of nearly $130,000 in the 2009-’10 school year, data released by the state Department of Public Instruction shows.
The average salary for the six-county region, which includes Kenosha, Milwaukee, Ozaukee, Racine, Washington and Waukesha counties, represents a 7.4% increase over superintendent salaries two years before and more than 40% more than such positions averaged a decade ago.
Teacher pay for the same school districts rose 7.6%, on average, between the 2007-’08 and 2009-’10 school years. Over the previous 10 years, however, average teacher salaries in southeastern Wisconsin school districts increased by 29%, according to the state information.
The data from the DPI is reported by school districts every fall, meaning that it might not capture salary increases given retroactively after teacher contracts are settled, which is also when many districts approve administrative compensation packages.
For that reason, the Journal Sentinel compared salaries reported in 2009-’10, the first year of negotiations for a new teacher contract, with the salaries from two years before at a similar stage in negotiations. The 10-year comparison also should eliminate some of the year-to-year fluctuations caused by the self-reporting method employed by the state.

Madison has 45 employees earning greater than $100,000.00, Green Bay has 21 (Madison’s Dan Nerad previously served as the Green Bay Superintendent), Milwaukee has 103, Racine 10, Waukesha 7 and Appleton 18. Madison spends $15,241 per student, according to the 2009-2010 Citizen’s Budget.
Search the Wisconsin public school employee database here.

Board Meeting Archives, Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, School Climate, What Can I Do?

Madison School Board Priorities: Ethics, Achievement, or ?

4 Comments

TJ Mertz makes a great point here:

Last up, is “Next Steps for Future Board Development Meetings and Topics.’ Board development is good and important, but with only 2/3 of the term left I hate to see too much time and energy devoted to Board Development.
I keep coming back to this. Every year about 1/3 of the time and energy is devoted to budget matters, that leaves 2/3 to try to make things better. Put it another way; it is September, budget season starts in January. Past time to get to work.
This just leaves the closed meeting on the Superintendent evaluation. Not much to add to what I wrote here. My big point is that almost all of this process should be public. I will repost the links to things that are public:

Charlie Mas continues to chronicle, in a similar manner to TJ, the Seattle School Board’s activities.
In my view, the Madison School Board might spend time on:

  • Public Superintendent Review, including oversight of the principal and teacher review process. Done properly, this should improve teaching effectiveness over time. This process should include full implementation of Infinite Campus. Infinite Campus is a potentially powerful tool to evaluate many activities within the District.
  • Implement a 5 year budget.
  • Evaluate ongoing MMSD Programs for their effectiveness, particularly from a spending and staffing perspective.

Voters will have another chance to weigh in on the Madison School Board during the spring, 2011 election, when seats currently occupied by Ed Hughes and Marj Passman will be on the ballot. Those interested in running should contact the City of Madison Clerk’s office.
Update: I received the draft Madison School Board ethics documents via a Barbara Lehman email (thanks):

  • Board Member Ed Hughes 241K PDF

    Presently we do not have a policy that describes expectations regarding the performance of School Board members. The Committee developed this list on the basis of similar policies adopted by other Boards as well as our own discussion of what our expectations are for each other. The Committee members were able to reach consensus on these expectations fairly quickly.
    Expectation No.4 refers to information requests. We realize that current MMSD Policy 1515 also refers to information requests, but our thinking was that the existing policy addresses the obligation of the superintendent to respond to information requests. We do not currently have a policy that addresses a Board member’s obligation to exercise judgment in submitting information requests.
    Expectation No. 10 is meant to convey that School Board members hold their positions 24-hours a day and have a responsibility to the Board always to avoid behavior that would cast the Board or the District in a poor light.

    How might Number 10 affect an elected Board member’s ability to disagree with District policies or activities?

  • Outgoing Madison School District Counsel Dan Mallin 700K PDF.:

    These paragraphs are a modification from existing language. Although the overall intent appears to remain similar to existing policy, I recommend the existing language because I think it does a better job of expressly recognizing the competing interests between the “beliefstatements” and a Board Member’s likely right, as an individual citizen (and perhaps as a candidate for office while simultaneously serving on the Board) to accept PAC contributions and or to make a statement regarding a candidate. Perhaps the langnage could make clear that no Board Member may purport to, or attempt to imply, that they are speaking for the School Board when making a statement in regard to a candidate for office. That is, they should be express that they are speaking in the individual capacity.

  • Draft ethics policy 500K PDF:

    The Board functions most effectively when individual Board Members adhere to acceptable professional behavior. To promote acceptable conduct of the Board, Board Members should:

  • Outgoing Counsel Dan Mallin’s 7/15/2010 recommendations.
Budget/Financing, Curriculum, Elections, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

What a school board member is — and isn’t

Libby Wilson

After serving on the Pajaro Valley Unified School District’s Governing Board of Trustees since 2006, I’ve decided not to seek re-election. My years on the board have been an amazing experience, but it’s time for me to step aside and allow a new community member the opportunity to offer his or her leadership to the school district.
As we head into the election season and what will certainly be a climate of overheated rhetoric about what’s right and what’s wrong with our school district and what ought to be done about it, I think it’s appropriate to lay out the duties of a school board member for the sake of voters and those who seek to serve on the board.
The California School Board Association spells out the role of a school board member very clearly: School board members are locally elected public officials entrusted with governing a community’s public schools.
Along with the superintendent, board members set the long-term vision for the district so students will reach their highest potential. Board members are responsible for maintaining an efficient structure of school district operations by employing the superintendent, setting policy for hiring other personnel, setting a direction for and adopting the curriculum, and establishing budget priorities. Board members ensure accountability by evaluating the superintendent and district policies as well as monitoring all aspect of the district’s operations. School board members must

Budget/Financing, Curriculum, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

Milwaukee Public Schools’ New Chief Academic Officer

Alan Borsuk

Heidi Ramirez does not drink alcohol, except for one shot a year of bourbon in honor of President Harry Truman.
Truman, she says, was a great president, and he had a shot of bourbon every day. But obviously that’s not the whole story.
Ramirez grew up in a large, low-income family in Amsterdam, a small city northwest of Albany, N.Y. She made it to Syracuse University, and won a prestigious Truman Scholarship, a program that is aimed at college juniors “with exceptional leadership potential” and an interest in public service.
So, a toast once a year to Truman. The scholarship paved the way for her to go on to Harvard, Stanford and jobs in which she worked with some of the most influential people in American education.
And then she came to Milwaukee, where, at 36 and with no experience teaching or administering a school, she immediately became one of the most influential people on the local education scene. She is chief academic officer of Milwaukee Public Schools, one of several outsiders brought into MPS this summer by new Superintendent Gregory Thornton.
If MPS’ education problems could be solved by personal energy, we already would have everything licked. Thornton is an energetic person and Ramirez, if anything, surpasses him. She is so hard-driving, yet cheerful about what she is doing, that some people tell her she sounds giddy about her job. “I really am,” she admits. “I feel so incredibly blessed to be part of the work. . . .  I get to do work that I love and that I think really matters.”

Budget/Financing, Curriculum, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

L.A. schools chief says district will adopt ‘value added’ approach

Howard Blume

Cortines wants the method based on student test scores to count for at least 30% of instructor evaluations. But the teachers union must consent.
Revamping teacher evaluations with the goal of helping instructors improve has become an urgent priority in the nation’s second-largest school district, Ramon C. Cortines, superintendent of the Los Angeles Unified School District, said in an address to administrators Wednesday.
Cortines said the district will develop and adopt a “value added” method that determines teachers’ and schools’ effectiveness based on student test scores. And he told a packed Hollywood High School auditorium that he’s committed to using these ratings for at least 30% of a teacher’s evaluation. The plan would require the consent of the teachers union.
In a later interview, Cortines also said he was disappointed that California lost its bid Tuesday for $700 million in federal Race to the Top school improvement grants. L.A. Unified’s share would have been $153 million.

Budget/Financing, Community Partners, Curriculum, School Climate, Student Support

Taking Schools Into Their Own Hands: More Mayors Seek Control as Washington Presses for Action on Failing Institutions; Setting an Example in Rochester

Joy Resmovits

During the last weeks of the term, third graders at School 58-World of Inquiry School created an oil spill in a bowl. Under the guidance of teacher Alyson Ricci, they tried to clean it up. Cotton swabs worked.
The school last year won the national Excellence in Urban Education Award, with all students meeting state proficiency rates in science and social studies. It’s an exception, though, in a Rochester system where fewer than half of the 32,000 public-school students graduate on time.
Rochester Mayor Robert Duffy wants to set up more schools that produce results like World of Inquiry’s. But he says the superintendent’s efforts to close failing schools and open new ones have been hobbled by a school board mired in minutia. He is pushing to dissolve the elected board in favor of one appointed by the mayor and city council for a five-year test period. New York’s state legislature is considering the bid.
As cities come under increasing pressure to fix failing schools, more are, like Rochester, trying to take matters into their own hands–or at least those of their mayors.

Board Meeting Archives, Budget/Financing, Curriculum, Governance/Board Decision Making, School Climate

Elia rated ‘above satisfactory’ by Hillsborough, FL school board

Sherri Ackerman:

Hillsborough School Board members rated superintendent MaryEllen Elia’s overall performance this past school year as “above satisfactory.”
In their annual review of the district leader, board members gave Elia high marks for her leadership, policy-making, organization, management, values and ethics.
Her total score was 282, just two points shy of outstanding and the same score as the previous school year.
Board members applauded Elia’s efforts in landing a $100 million grant from the Bill & Melinda Gates Foundation.
Board members also said Elia was “much more open minded to suggestions … ” while adding, “she needs to listen more.”

Budget/Financing, Elections, Governance/Board Decision Making, School Climate, What Can I Do?

St. Cloud school board elections feature Somali candidates

Ambar Espinoza:

St. Cloud residents will vote in two elections Tuesday to narrow down candidates for school board seats.
For the first time in St. Cloud history, two of the candidates are Somali. One is running in a primary election that will narrow down the candidates from seven to six to get in the general election in November, while the other is running in a special election (that will narrow the candidates from three to two to replace a resigning school board member.
Hassan Yussuf has been living in St. Cloud since 2001. He has been closely following the problems that the St. Cloud school district has faced in recent months. The U.S. Department of Education is investigating allegations that school administrators ignored complaints of racial harassment. And in June, the superintendent resigned with one year remaining on his contract. The superintendent said he couldn’t deal with the school district politics anymore. Yussuf said he’s concerned about what he sees in the district.

Board Meeting Archives, Budget/Financing, Community Partners, Curriculum, Governance/Board Decision Making, Lifelong Learning, Parenting, School Climate, Staff Support, Student Support, Teacher Support

Badger Rock Middle School Proposal

Badger Rock Middle School Planning Committee 1.8mb PDF:

Superintendent Nerad, President Cole and Members of the Board,
Please accept this detailed proposal for Badger Rock Middle School, a project based charter school proposed for South Madison, which focuses on cultural and environmental sustainability. As you know, our charter school concept is part of the larger Resilience Research Center project spearheaded by the Madison based Center for Resilient Cities (CRC), bringing urban agriculture, community wellness,sustainability and alternative energy education to South Madison and the MMSD community.
We are proud of the work we have been able to accomplish to date and the extraordinary encouragement and support we have gotten from the neighborhood, business and non-profit community, local and national funders, and MMSD staff and Board. We are confident that Badger Rock Middle School, with its small class size, collaborative approach, stewardship and civic engagement model, will increase student achievement, strengthen relationships and learning outcomes for all students who attend, while also offering unparalleled opportunities for all MMSD students and faculty to make use of the resources, curriculum and facility.
Our stellar team of educators, community supporters, funders and business leaders continues to expand. Our curriculum team has created models for best practices with new templates for core curriculum areas. Our building and design team has been working collaboratively with architects Hoffman LLC, the Center for Resilient Cities and MMSD staff on building and site plans. In addition, outreach teams have been working with neighborhood leaders and community members, and our governance team has been actively recruiting a terrific team for the governing board and our fundraising team has been working hard to bring local and national donors to the project. In short, we’ve got great momentum and have only begun to scratch the surface of what this school and project could become.
We are submitting the proposal with a budget neutral scenario for MMSD and also want to assure you that we are raising funds to cover any contingencies that might arise so that additional monies from MMSD will not be needed. Our planning grant from DP! has recently been approved, seeding the school $175,000 in planning grant monies immediately, with another $175, 000 to arrive before the school opens in August 2011.
We ask for your full support of this proposal and the creation of Badger Rock Middle School. BRMS will surely be a centerpiece and shining star of MMSD for years to come.
Thanks for your consideration.
Sincerely,
Badger Rock Middle School Planning Committee

Curriculum, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

Scandal Haunts Atlanta’s School Chief

Shaila Dewan:

Early on in Beverly L. Hall’s 11-year tenure as superintendent of Atlanta Public Schools, she figured that the academic gains she intended to make with the city’s mostly poor, black students would face skepticism.
“I knew the day would come when people would question, was the progress real?” she said in an interview last week.
So Dr. Hall took a risk, signing up for a trial program to track and compare urban school districts. Since then, Atlanta has made the highest gains in the program in reading and among the highest in math, making it a national model and Dr. Hall a star in the education field.
But that has not insulated her from a cheating scandal that initially threatened to engulf two-thirds of the district’s 84 schools. Even after an independent investigation recently found that the problem was much less widespread, critics have called for her resignation and attacked the investigation’s credibility.

Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

Tension grows over Seattle teacher evaluations

Amy Rolph:

Seattle Public Schools wants teacher evaluations and student performance joined at the hip, but the teachers’ union is taking issue with how the district plans to fuse those two factors.
A proposal that would tie teacher evaluations to student growth prompted a 2,000-word refutation e-mail from the Seattle Education Association earlier this week, a sign of friction in ongoing contract negotiations.
“Their mechanized system is one of minimal rewards and automated punishments,” union leaders wrote to members Wednesday.
That statement was sent in response to an e-mail teachers received this week from public schools Superintendent Maria Goodloe-Johnson. She detailed how the school plans to roll out parts of its bargaining proposal — specifically factors related to how teachers’ performances are evaluated.
The district is proposing an four-tier evaluation system that would roll out over two years. Teachers who chose to be evaluated base on to “student growth outcomes and peer and student feedback” would be eligible for perks, including an immediate 1 percent pay increase, eligibility for stipends and other forms of “targeted support.”

I was impressed with Susan Troller’s recent article on Teacher Accountability and the Madison School District, particularly her inquiry to Lisa Wachtel:

The district’s recent decision to provide professional development time for middle and high school teachers through an early release time for students on Wednesdays is part of this focus, according to Wachtel. The district has sponsored an early release time for elementary school teachers since 1976.
She admits there isn’t any data yet to prove whether coaching is a good use of resources when it comes to improving student achievement.
“Anecdotally we’re hearing good things from a number of our schools, but it’s still pretty early to see many specific changes,” she says. “It takes consistency, and practice, to change the way you teach. It’s not easy for anyone; I think it has to be an ongoing effort.”

This is certainly not the only example of such spending initiatives. Jeff Henriques has thoughtfully posted a number of very useful articles over the years, including: Where does MMSD get its numbers from? and District SLC Grant – Examining the Data From Earlier Grants, pt. 3. It appears that these spending items simply reflect growing adult to adult programs within the K-12 world, or a way to channel more funds into the system.
I believe it is inevitable that we will see more “teacher evaluation” programs. What they actually do and whether they are used is of course, another question.
Ideally, every school’s website should include a teacher’s profile page, with their CV, blog and social network links, course syllabus and curriculum notes. Active use of a student information system such as PowerSchool, or Infinite Campus, among others, including all assignments, feedback, periodic communication, syllabus, tests and notes would further provide useful information to parents and students.

Budget/Financing, Community Partners, Curriculum, Events, Governance/Board Decision Making, History - Madison Schools, School Climate, Staff Support, Student Support, Teacher Support

A Madison Look at Teacher Accountability, Testing and the Education Reform Climate

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Susan Troller:

The district’s recent decision to provide professional development time for middle and high school teachers through an early release time for students on Wednesdays is part of this focus, according to Wachtel. The district has sponsored an early release time for elementary school teachers since 1976.
She admits there isn’t any data yet to prove whether coaching is a good use of resources when it comes to improving student achievement.
“Anecdotally we’re hearing good things from a number of our schools, but it’s still pretty early to see many specific changes,” she says. “It takes consistency, and practice, to change the way you teach. It’s not easy for anyone; I think it has to be an ongoing effort.”

Susan did a nice job digging into the many issues around the “education reform” movement, as it were. Related topics: adult to adult spending and Ripon Superintendent Richard Zimman’s recent speech on the adult employment emphasis of school districts.

Budget/Financing, College Preparation, Curriculum, Governance/Board Decision Making, Lifelong Learning, Parenting, School Climate, Staff Support, Student Support, TAG, Teacher Support, What Can I Do?

Ignorance By Degrees Colleges serve the people who work there more than the students who desperately need to learn something.

Mark Bauerlein:

Higher education may be heading for a reckoning. For a long time, despite the occasional charge of liberal dogma on campus or of a watered-down curriculum, people tended to think the best of the college and university they attended. Perhaps they attributed their career success or that of their friends to a diploma. Or they felt moved by a particular professor or class. Or they received treatment at a university hospital or otherwise profited from university-based scientific research. Or they just loved March Madness.
Recently, though, a new public skepticism has surfaced, with galling facts to back it up. Over the past 30 years, the average cost of college tuition and fees has risen 250% for private schools and nearly 300% for public schools (in constant dollars). The salaries of professors have also risen much faster than those of other occupations. At Stanford, to take but one example, the salaries of full professors have leapt 58% in constant dollars since the mid-1980s. College presidents do even better. From 1992 to 2008, NYU’s presidential salary climbed to $1.27 million from $443,000. By 2008, a dozen presidents had passed the million-dollar mark.
Meanwhile, tenured and tenure-track professors spend ever less time with students. In 1975, 43% of college teachers were classified as “contingent”–that is, they were temporary instructors and graduate students; today that rate is 70%. Colleges boast of high faculty-to-student ratios, but in practice most courses have a part-timer at the podium.

Related: Ripon Superintendent Richard Zimman:

“Beware of legacy practices (most of what we do every day is the maintenance of the status quo), @12:40 minutes into the talk – the very public institutions intended for student learning has become focused instead on adult employment. I say that as an employee. Adult practices and attitudes have become embedded in organizational culture governed by strict regulations and union contracts that dictate most of what occurs inside schools today. Any impetus to change direction or structure is met with swift and stiff resistance. It’s as if we are stuck in a time warp keeping a 19th century school model on life support in an attempt to meet 21st century demands.” Zimman went on to discuss the Wisconsin DPI’s vigorous enforcement of teacher licensing practices and provided some unfortunate math & science teacher examples (including the “impossibility” of meeting the demand for such teachers (about 14 minutes)). He further cited exploding teacher salary, benefit and retiree costs eating instructional dollars (“Similar to GM”; “worry” about the children given this situation).
Zimman noted that the most recent State of Wisconsin Budget removed the requirement that arbitrators take into consideration revenue limits (a district’s financial condition @17:30) when considering a District’s ability to afford union negotiated compensation packages. The budget also added the amount of teacher preparation time to the list of items that must be negotiated….. “we need to breakthrough the concept that public schools are an expense, not an investment” and at the same time, we must stop looking at schools as a place for adults to work and start treating schools as a place for children to learn.”

Board Meeting Archives, Budget/Financing, Elections, Events, Governance/Board Decision Making, School Climate

School boards need to hear all voices

Tina Hone:

I read with great interest Laura V. Berthiaume’s July 25 Local Opinions commentary, “Who really controls the Montgomery schools,” about the Montgomery County Board of Education’s relationship with its superintendent and staff. While there are many differences between our systems, Ms. Berthiaume succinctly captured a core shared tension when she wrote: “In the balance of power between the board of education and the bureaucracy, the superintendent and his staff hold all the cards. They outwit, outlast and outplay.”

Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

Failures Prompt a New Jersey Schools Battle

Barbara Martinez:

A tussle over the Jersey City schools superintendent’s $280,000-a-year contract is headed for a showdown involving New Jersey’s education commissioner, putting a spotlight on one of the state’s most troubled school districts.
Charles Epps has been superintendent for the past 10 years. Twenty-six of his 37 schools failed last year to make “adequate yearly progress,” according to federal standards, and one middle school—where only 32% of children are proficient in English and 25% proficient in math–has fallen short of the federal goal nine years straight.
Late last month, the local school board voted to forgo an outside search for a new superintendent and to begin negotiating a new three-year contract with Mr. Epps. That enraged some local activists, who have filed a petition with the state to overturn the board’s vote.
“There’s a window of opportunity to stop rewarding failure,” said Steven Fulop, a Jersey City council member who is helping to spearhead the opposition. “Nobody in their right mind would rehire someone who has failing performance without even a cursory look at who else is out there.” The petition accuses the school board of failing to give 30 days’ notice and opportunity for the public to voice their opinions before the vote.

Budget/Financing, Elections, Events, Governance/Board Decision Making, School Climate

New Jersey Governor’s Proposal Would Allow Boards of Education to Impose Contract Terms on Teachers

John Celock:

A proposal from Gov. Chris Christie to overhaul teacher contract negotiations has gained support from management while further angering the state teachers union.
As part of his proposed toolkit to reduce property taxes statewide, Christie is calling for the move back to allowing “last offer/best offer” in negotiations. The system would allow Boards of Education to unilaterally impose a contract on a local union in the event negotiations broke down. The system was allowed in New Jersey until banned by law in 2003.
Frank Belluscio, a spokesman for the New Jersey School Boards Association, said the proposal would provide assistance to school boards by allowing them to impose final offers when negotiations drag on. Current policy allows boards and teachers unions to go to a binding arbitration, which Christie and municipal leaders have said resulted in larger compensation awards to unions.

More here:

Associations representing state teachers and school boards have expressed opposition to a proposal in Gov. Chris Christie’s property tax toolkit to increase state oversight to contracts negotiated between school districts and local unions.
The proposal would set a four point criteria for county executive superintendents of schools to review local contracts, with the governor’s goal to keep property taxes below the two percent cap Christie signed into law earlier this month.
The criteria, as outlined in a preliminary proposal to the New Jersey School Boards Association from the governor’s office earlier this month, would include county executive superintendents reviewing all contracts that have the total compensation and benefits exceeding the cap, did not allow subcontracting of such services as food and maintenance, did not allow employee contributions to health benefits and did not set a minimum number of instructional hours and days. The proposal was drafted when the cap was the two and a half percent constitutional amendment and not the two percent statutory cap, Christie negotiated with the legislature.

Budget/Financing, Curriculum, Governance/Board Decision Making, Lifelong Learning, Parenting, School Climate, Staff Support, Student Support, Teacher Support

Parents fret about Milwaukee Public Schools’ middle-high school hybrids

Erin Richards:

When Kim Lecus heard that the Fritsche Middle School program would move into Bay View High School in the fall of 2010, she immediately was concerned about the impact on her daughter, who just finished seventh grade at Fritsche.
The emerging middle/high model at Bay View may offer student Lindsey Lecus a greater variety of accelerated courses, but in her mother’s eyes, it comes with a serious price: the mixing of vulnerable adolescents with older teenagers.
The Milwaukee School Board has approved an increasing number of sixth through 12th grade schools in the city. Board members think it will improve the transition for students from middle to high school and will consolidate space in the district.
The “best” way to serve children in the delicate and hormonally charged years between ages 11 and 13 – something national researchers have wrestled with for years – is still unclear. Underscoring that point is Milwaukee, where the emergence of more 6-12 schools is coming just a few years after former superintendent William Andrekopoulos championed moving middle schoolers in with elementary students in K-8 schools.
“It’s not like any other time period in life,” said Trish Williams, executive director of EdSource, a non-profit group that recently studied the effects of grade design on middle schoolers at more than 300 schools in California.

Budget/Financing, Community Partners, Curriculum, Governance/Board Decision Making, School Climate

New state-wide district can aid Detroit Public Schools kids

Rochelle Riley:

The corruption and mismanagement storm that hit Detroit Public Schools has been likened, on occasion, to Hurricane Katrina and its impact on New Orleans’ schools.
So it shouldn’t be surprising that Michigan Superintendent of Public Instruction Mike Flanagan has been meeting with New Orleans education officials as he plans to open a new statewide school district in 2011 for Michigan’s poorest performing schools.
But what Flanagan discovered while analyzing schools was that an academic hurricane had hit more than Detroit.
Over at least the next year, the state will distribute about $119 million in federal funds to schools across the state, not just in Detroit, to improve academic performance.

Interesting approach to the governance problem.

Uncategorized

Despite cost-cutting, most Phila.-area districts are planning tax increases for the coming school year.

Dan Hardy:

In nine districts, taxes went up by more than double the state inflation rate, and in three – Upper Dublin, Southeast Delco, and Bristol Borough – they went up by more than 10 percent. The 2010-11 property-tax increase for all 63 suburban districts averaged slightly more than 4 percent, up from 2.9 percent in 2009-10, even though the education inflation rate for this year was higher, at 4.1 percent.
In Bucks County’s Bristol Borough district, one of the smallest in the area with an enrollment of about 1,225, taxes are going up 15 percent. School Board President Ralph DiGuiseppe III, who was elected in November, said almost the entire increase is because of a 2009-10 deficit, when the board did not raise taxes.
To keep from going even higher, DiGuiseppe said, the board has cut some teaching jobs, and will reduce administrative pay by having the superintendent double as high school principal for part of the coming school year. Another administrator will teach part time. Three sports teams also were eliminated.

Locally, the 2010-2011 Madison School District budget will increase property taxes by about 10%. The increase is due to spending growth, a reduction in redistributed state tax dollars and a decline in property values (assessments).

Board Meeting Archives, Budget/Financing, Community Partners, Elections, Events, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support, What Can I Do?

Governance, or Potted Plant? Seattle School Board To Become More Involved In District Operations and a view from Madison

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Phyllis Fletcher:

The Washington State Auditor told the district this week it has problems managing its money. They’re the same problems he’s told them about before. The school board oversees the district. And auditors for the state say it’s time for board members to get more involved.
Carr: “To the State Auditors’ point, we have work to do. And they’re right: we do.”
Sherry Carr chairs the audit and finance committee of the Seattle School Board. She says the board needs to do more to make sure problems that are found in audits don’t pop up again.
Carr: “We haven’t always had the check in prior to the start of the next audit. So, I think that’s the key.”

Washington State Auditor’s Office:

The Washington State Auditor’s Office released an audit report this week about the Seattle School District’s accountability with public resources, laws and regulations.
We found the School Board and the District’s executive management:
* Must improve oversight of District operations.
* Are not as familiar with state and federal law as the public would expect.
We identified instances of misappropriation and areas that are susceptible to misappropriation. We also found the School Board delegated authority to the Superintendent to create specific procedures to govern day-to-day District operations.
The Board does not evaluate these procedures to determine if they are effective and appropriate. Consequently, we identified 12 findings in this report and in our federal single audit and financial statement report.

Documents:

  • Complete Report: 700K PDF
  • Complete Report: 700K PDF
  • Washington State Auditor’s Office Accountability Audit Report 190K PDF
  • The Seattle School District’s response 37K PDF:

    Seattle Public Schools establishes rigorous process for addressing financial year 2008-09 audit findings.
    As part of the Washington State Auditor’s Office annual audit process, an Accountability Audit of Seattle Public Schools was issued on July 6, 2010. The audit’s emphasis on the need for continued improvement of internal controls and District policies for accountability is consistent with multi-year efforts under way at Seattle Public Schools to strengthen financial management.
    “Because we are deeply committed to being good stewards of the public’s resources, we take the information in this audit very seriously,” said Superintendent Maria L. Goodloe-Johnson, Ph.D. “We acknowledge the need to take specific corrective actions noted in the report. It is a key priority to implement appropriate control and accountability measures, with specific consequences, for situations in which policies are not followed.”
    The School Board will work closely with the Superintendent to ensure corrections are made. “We understand and accept the State Auditor’s findings,” said School Board Director Sherry Carr, chair of the Board’s Audit and Finance Committee. “We accept responsibility to ensure needed internal controls are established to improve accountability in Seattle Public Schools, and we will hold ourselves accountable to the public as the work progresses.”

Much more on the Seattle School Board.
After reading this item, I sent this email to Madison Board of Education members a few days ago:

I hope this message finds you well.
The Seattle School Board is going to become more involved in District operations due to “problems managing its money”.
http://kuow.org/program.php?id=20741
I’m going to post something on this in the next few days.
I recall a BOE discussion where Ed argued that there are things that should be left to the Administration (inferring limits on the BOE’s oversight and ability to ask questions). I am writing to obtain your thoughts on this, particularly in light of:
a) ongoing budget and accounting issues (how many years has this been discussed?), and
b) the lack of substantive program review to date (is 6 years really appropriate, given reading and math requirements of many Madison students?).
I’d like to post your responses, particularly in light of the proposed Administrative re-org and how that may or may not address these and other matters.

I received the following from Lucy Mathiak:

A GENERAL NOTE: There is a cottage industry ginning up books and articles on board “best practices.” The current wisdom, mostly generated by retired superintendents, is that boards should not trouble themselves with little things like financial management, human resources, or operations. Rather, they should focus on “student achievement.” But what that means, and the assumption that financial, HR, and other decisions have NO impact on achievement, remain highly problematical.
At the end of the day, much of the “best practices” looks a lot like the role proposed for the Milwaukee School Board when the state proposed mayoral control last year. Under that scenario, the board would focus on public relations and, a distant second, expulsions. But that would be a violation of state statute on the roles and responsibilities of boards of education.
There are some resources that have interesting info on national trends in school board training here:
http://www.asbj.com/MainMenuCategory/Archive/2010/July/The-Importance-of-School-Board-Training.aspx
I tend to take my guidance from board policy, which refers back to state statute without providing details; I am a detail person so went back to the full text. When we are sworn into office, we swear to uphold these policies and statutes:
Board policy:
“The BOARD shall have the possession, care, control, and management of the property and affairs of the school district with the responsibilities and duties as detailed in Wisconsin Statutes 118.001, 120.12, 120.13, 120.14, 120.15, 120.16, 120.17, 120.18, 120.21, 120.40, 120.41, 120.42, 120.43, and 120.44.”
Because board policy does not elaborate what is IN those statutes, the details can be lost unless one takes a look at “the rules.” Here are some of the more interesting (to me) sections from WI Statute 120:
120.12 School board duties.
The school board of a common or union high school district shall:
(1)MANAGEMENT OF SCHOOL DISTRICT.
Subject to the authority vested in the annual meeting and to the authority and possession specifically given to other school district officers, have thepossession, care, control and management of the property andaffairs of the school district, except for property of the school dis-trict used for public library purposes under s. 43.52.
(2)GENERAL SUPERVISION. Visit and examine the schools ofthe school district, advise the school teachers and administrative staff regarding the instruction, government and progress of the pupils and exercise general supervision over such schools.
(3)TAX FOR OPERATION AND MAINTENANCE.
(a) On or before November 1, determine the amount necessary to be raised to operate and maintain the schools of the school district and public library facilities operated by the school district under s. 43.52, if the annual meeting has not voted a tax sufficient for such purposes for the school year.
(5)REPAIR OF SCHOOL BUILDINGS.
Keep the school buildings and grounds in good repair, suitably equipped and in safe and sanitary condition at all times. The school board shall establish an annual building maintenance schedule.
(14)COURSE OF STUDY.
Determine the school course of study.
(17)UNIVERSITY OF WISCONSIN SYSTEM TUITION.
Pay the tuition of any pupil enrolled in the school district and attending an institution within the University of Wisconsin System if the pupil is not participating in the program under s. 118.55, the course the pupil is attending at the university is not offered in the school district and the pupil will receive high school credit for the course.

Ed Hughes:

Thanks for contacting us. Can you be a bit more specific about what you are looking for? A general statement about the appropriate line between administration and Board responsibilities? Something more specific about budgeting and accounting, or specific program reviews? And if so, what? I confess that I haven’t followed whatever is going on with the Seatte school board.

My followup:

I am looking for your views on BOE responsibilities vis a vis the Administration, staff and the community.
Two timely specifics, certainly are:
a) ongoing budget problems, such as the maintenance referendum spending, and
b) curricular matters such as reading programs, which, despite decades of annual multi-million dollar expenditures have failed to “move the needle”.
The Seattle District’s “problems managing its money” matter apparently prompted more Board involvement.
Finally, I do recall a BOE discussion where you argued in favor of limits on Administrative oversight. Does my memory serve?
Best wishes,
Jim

Marj Passman:

Here is the answer to your question on Evaluation which also touches on the Board’s ultimate role as the final arbiter on District Policy.
Part of the Strategic Plan, and, one of the Superintendants goals that he gave the Board last year, was the need to develop a “District Evaluation Protocol”. The Board actually initiated this by asking for a Study of our Reading Program last February. This protocol was sent to the Board this week and seems to be a timely and much needed document.
Each curricular area would rotate through a seven year cycle of examination. In addition, the Board of Education would review annually a list of proposed evaluations. There will be routine reports and updates to the Board while the process continues and, of course, a final report. At any time the Board can make suggestions as to what should be evaluated and can make changes in the process as they see fit. In other words, the Board will certainly be working within its powers as Overseer of MMSD.
This Protocol should be on the MMSD web site and I recommend reading it in
depth.
I am particularly pleased with the inclusion of “perception” – interviews, surveys with parents and teachers. I have been leery of just masses of data analysis predetermining the success or failure of children. Our children must not be reduced to dots on a chart. Tests must be given but many of our students are succeeding in spite of their test scores.
I have a problem with a 7 year cycle and would prefer a shorter one. We need to know sooner rather than later if a program is working or failing. I will bring this up at Monday’s Board meeting.
I will be voting for this Protocol but will spend more time this weekend studying it before my final vote.
Marj

Budget/Financing, Curriculum, Governance/Board Decision Making, Parenting, School Climate, Staff Support, Student Support, Teacher Support

Atlanta schools cheating probe faces scrutiny

Alan Judd & Heather Vogell:

The head of Atlanta Public Schools promised an impartial inquiry into reports of cheating on state achievement tests. Recusing herself, Superintendent Beverly Hall declared the investigation would be conducted by “a respected outside organization.”
Five months later, the investigation remains incomplete, and questions have emerged that challenge its independence.
The “blue-ribbon” commission appointed to oversee the investigation is populated with business executives and others who have done business with the school district or who have other civic or social ties to the district or to Hall.
One of the firms chosen to run the inquiry also is a school district vendor, having collected $1.7 million for other work performed as recently as 2008.

Budget/Financing, Community Partners, Curriculum, Elections, Governance/Board Decision Making, History - Madison Schools, School Climate, Staff Support, Student Support, Teacher Support

Madison School District Administration: Central office Transformation for Teaching and Learning Improvement

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Superintendent Dan Nerad 45K PDF.:

This is a project whereby the University of Washington’s Center for Educational leadership (CEl) will support the District in its central office transformation by:
a. developing a theory of action to guide how central office leaders and principals work together to improve instructional leadership and to provide support to schools.
b. designing and implementing school cluster support teams with a focus on developing a common understanding of quality instruction and in developing stronger relationships between central office leaders and principals that are focused on growing principal instructional leadership.
The involved services draw from the research published by Dr. Meredith I. Honig and Michael A Copland

Board Meeting Archives, Budget/Financing, Community Partners, Governance/Board Decision Making, History - Madison Schools, School Climate, Staff Support, Student Support, Teacher Support

Another Madison Maintenance Referendum? District Administration Facility Assessment Report and Database

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Erik Kass, Assistant Superintendent for Business Services 6.5mb pdf:

This project began when the Board of Education approved the contract with Durrant Engineering in April of2009. Durrant was hired to provide a full condition assessment of all school district buildings to identify long and short-term repair needs.
The vision of this project was to deliver to the school district a living database that would aid in the budgeting and planning process into the future.
The study focused primarily on all engineering systems and equipment, but also included an in-depth study of the Americans with Disabilities Act (ADA) issues our school district faces. The study didn’t include roofing projects, as that work has already been completed and is continually updated on an annual basis. For the assessment, trained professional engineers visited every site within the school district, evaluating systems and conditions, while also taking actual photographs to integrate into the report. This work transitioned into a grading system that has become part of the database delivered to the school district for future planning.
All of the information gathered and organized into the database format provides a lot of functionality for the school district moving forward.
Each item has actual digital photos attached for reference, cost ranges are summarized for each item, and the ability to sort the information in various ways are examples o f the functionality of the database.
Four individuals from Durrant Engineering will be present to provide a more in-depth review of the work that was completed. This presentation will also include a demonstration ofthe database that was created to show the functionality provided to the district with this tool.
D. Describe the action requested of the BOE – Administration is looking for the Board of Education to accept the maintenance project study with the database which is the planning tool to be used for future maintenance projects.
……
Next Steps – It is the intent of Administration to work toward creating a multi-year project plan, along with projected funds necessary to implement this plan each year. This work will begin upon approval by the Board ofthe information and data within the database, and will become important work of the new Director for the division of Building Services. Our goal is to return to the Board in May/June 2011 to present this multi-year plan with projected sources of funding.

Bold added.
The District has apparently been unable to account for $23,000,000 spent via the 2005 “maintenance referendum”. Additional commentary here. Notes and links on the 2005 maintenance referendum (two out of three MMSD questions failed).

Budget/Financing, Community Partners, Elections, Events, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

Madison School District Fund 80 Community Organization Spending Report

Superintendent Dan Nerad 1.9MB PDF:

Attached is the report summarizing progress after the first year from the community organizations receiving funding from the Madison Metropolitan School District. Also attached are the full end-of-year status reports from each organization, except the Urban League; their report will be provided in August. MMSD funding is now ended for . / African-American Ethnic Academy, Inc. . / Kajsiab House ./ Urban League of Greater Madison: Project Bootstrap 21st Century Careers Program
Funding, at this point, will continue for one more year for the other nine community organizations.

“Fund 80” taxes (and spending) may increase beyond State of Wisconsin school district limits. Fund 80 spending growth has long been a source of controversy.

Board Meeting Archives, Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, School Climate

Mandatory School Board “Professional Development”? Yes, in New Jersey. “They Need to be Educated”

Tom Mooney:

School committee members across the state will now also have to attend six hours of training each year on how to perform their community responsibilities.
Bill sponsor Sen. Hanna M. Gallo, D-Cranston, said the legislation’s genesis came from “a lot of people expressing concern that not all school committee members are aware of all the [educational] issues they should.”
Issues, such as how schools are financed, labor relations, teacher-performance evaluations, strategic planning and opening meetings laws that require members do their business in public, will be addressed.
“They need to be educated,” said Gallo. “It’s a big responsibility being on the school committee. It’s our children, our students and our future, and we have to make sure we do the job to the best of our ability.”
The school committee members will attend a program at Rhode Island College offered by the state Department of Elementary and Secondary education in cooperation with the Rhode Island Association of School Committees.

An obvious next step, given the growing “adult to adult” expenditures of our K-12 public schools, while, simultaneously, reducing “adult to child” time. Wow.
Related: Ripon Superintendent Richard Zimman:

“Beware of legacy practices (most of what we do every day is the maintenance of the status quo), @12:40 minutes into the talk – the very public institutions intended for student learning has become focused instead on adult employment. I say that as an employee. Adult practices and attitudes have become embedded in organizational culture governed by strict regulations and union contracts that dictate most of what occurs inside schools today. Any impetus to change direction or structure is met with swift and stiff resistance. It’s as if we are stuck in a time warp keeping a 19th century school model on life support in an attempt to meet 21st century demands.” Zimman went on to discuss the Wisconsin DPI’s vigorous enforcement of teacher licensing practices and provided some unfortunate math & science teacher examples (including the “impossibility” of meeting the demand for such teachers (about 14 minutes)). He further cited exploding teacher salary, benefit and retiree costs eating instructional dollars (“Similar to GM”; “worry” about the children given this situation).

Board Meeting Archives, Budget/Financing, Community Partners, Curriculum, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support, What Can I Do?

Charter group will run one of Boston’s struggling schools

James Vaznis:

School Superintendent Carol R. Johnson will tap a charter school management organization to run one of the district’s low-achieving middle schools, a first for the state, under a plan she will present tonight to the Boston School Committee.
Johnson has not decided which middle school would be overseen by Unlocking Potential Inc., a new Boston nonprofit management organization founded by a former charter school principal.
A key part of the proposal calls for converting the middle school into an in-district charter school, which would enable the management organization to operate under greater freedom from the teacher union’s contract as it overhauls programs, dismisses teachers, and makes other changes.

Budget/Financing, Governance/Board Decision Making, History - Madison Schools, School Climate

Moody’s downgrades Waukesha School District credit rating

Amy Hetzner:

For the second time in two years, Moody’s Investors Service has downgraded the credit rating of the Waukesha School District, the latest time after the School Board voted to not allocate any money toward a $47.5 million debt owed to a European bank.
According to a Moody’s report, the amount owed represents about 35% of the district’s annual operating budget.
As a rule, lower credit ratings translate into higher interest rates for borrowing. However, Waukesha School Board President Daniel Warren said Monday that the credit rating drop should not have an immediate effect.
“When Moody’s does a downgrade, it primarily affects long-term borrowing, and we don’t have any long-term borrowing on our horizon,” he said.
The A1 rating given to the district, which has a substantial tax base and relatively wealthy residents, is the lowest rating given by the service to school districts in the state, according to information from Moody’s Investors Service.
Warren said his board decided not to allocate any money toward resolving the debt to DEPFA Bank because “the school district was not in a position to afford an additional $48 million in next year’s budget.”

Madison’s current Assistant Superintendent for Business Services, Erik Kass, previously worked for the Waukesha School District.

Budget/Financing, Elections, Governance/Board Decision Making, School Climate, Student Support

Fulton school board adopts $803 million budget (About $8,922 per student. Madison Spends $15,241 Per Student)

Gracie Bonds Staples:

The Fulton County Board of Education gave final approval Tuesday to a $803.1 million budget for the 2011 school year.
Although the district is still waiting on numbers from the tax assessor’s office, the final tally was based on increasing the millage rate by 1 mill.
“This has been the must difficult budget year that I’ve ever seen,” said Superintendent Cindy Loe.
The board is expected to tentatively adopt the millage rate at 11 a.m. Tuesday at the district’s administrative center. It will then hold three public hearings: on July 6 at 11 a.m. at the administrative center and at 6 p.m. at Dunwoody Springs Elementary Charter School in Sandy Springs; and 10:30 a.m. July 15 at the administrative center.

Fulton County Schools statistics. Notes and links on Madison’s per student spending here.

Board Meeting Archives, Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, History - Madison Schools, Lifelong Learning, Parenting, School Climate, Staff Support, Student Support, Teacher Support

Reduced Grade 6-12 Class Time in the Madison School District?

2 Comments

Susan Troller:

What’s one sure-fire way to stress out parents? Shorten the school day.
And that’s exactly what the Madison school district is proposing, starting next year, for grades six to 12. According to a letter recently sent to middle school staff by Pam Nash, the district’s assistant superintendent of secondary schools, ending school early on Wednesdays would allow time for teachers to meet to discuss professional practices and share ideas for helping students succeed in school.
“I am pleased to announce that as a result of your hard work, investment and commitment, as well as the support of central administration and Metro busing, together we will implement Professional Collaboration Time for the 10-11 school year!” Nash wrote enthusiastically.
Despite Nash’s letter, district administrators appeared to backpedal on Monday on whether the plan is actually a done deal. Thus far there has not been public discussion of the proposal, and some teachers are expressing reservations.
Some middle school teachers, however, who also happen to be parents in the district, say they have some serious concerns about shortening the day for sixth-, seventh- and eighth-graders. Not only will there be less time spent on academics each week, they say, but the additional unsupervised hours will pose a problem for parents already struggling to keep tabs on their adolescent kids.

This expenditure appears to continue the trend of increased adult to adult expenditures, which, in this case, is at the expense of classroom (adult to student) time.
Related: Ripon Superintendent Richard Zimman:

“Beware of legacy practices (most of what we do every day is the maintenance of the status quo), @12:40 minutes into the talk – the very public institutions intended for student learning has become focused instead on adult employment. I say that as an employee. Adult practices and attitudes have become embedded in organizational culture governed by strict regulations and union contracts that dictate most of what occurs inside schools today. Any impetus to change direction or structure is met with swift and stiff resistance. It’s as if we are stuck in a time warp keeping a 19th century school model on life support in an attempt to meet 21st century demands.” Zimman went on to discuss the Wisconsin DPI’s vigorous enforcement of teacher licensing practices and provided some unfortunate math & science teacher examples (including the “impossibility” of meeting the demand for such teachers (about 14 minutes)). He further cited exploding teacher salary, benefit and retiree costs eating instructional dollars (“Similar to GM”; “worry” about the children given this situation).

Board Meeting Archives, Elections, Events, Governance/Board Decision Making, School Climate

Detroit school board head quits after complaint alleging inappropriate behavior

Valerie Strauss:

In the you-can’t-make-up-this-stuff category:
Otis Mathis, the president of the Detroit Board of Education, was accused of fondling himself for 20 minutes in a meeting with the system’s superintendent and quit right after the incident, but now is seeking to take back his resignation, the Detroit Free Press reports.
In this article, the newspaper says that board Vice President Anthony Adams plans to move ahead and post the vacancy.
Superintendent Teresa N. Gueyser filed a detailed complaint addressed to Adams about Mathis, saying he used a handkerchief while masturbating in front of her the entire time she was speaking.
Her complaint says that she has witnessed other unacceptable acts by Mathis and that she had informed him some time ago to have no physical contact with her, including handshaking.

Budget/Financing, Community Partners, Curriculum, Events, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support, What Can I Do?

Brookfield, CT School Board Plans to Adopt Strategic Plan

Scott Benjamin:

The Brookfield Board of Education plans to adopt an updated strategic plan this summer that, according to its chairman, Mike Fenton, will be, among other things, “paying closer attention to technology” and “changes in the world.”
Assistant Superintendent of Schools Genie Slone told the school board at its regular meeting Wednesday night that longtime school district consultant Jack Devine, an instructor at Western Connecticut State University in Danbury, has been coordinating discussions with a committee that is updating the strategic plan for the next five years.
The committee includes staff members, local residents, students, as well as two school board members, Jane Miller and Mr. Fenton.
Mr. Fenton said in an interview after the meeting that the plan is updated every five years and is a valuable document that provides direction in how the school board makes decisions.
“It is part of how we formulate the budget every year,” he said.

Brookfield, CT Strategic Plan 2 page pdf brochure.

Budget/Financing, Curriculum, Governance/Board Decision Making, School Climate

The rise, and rise, of Seattle schools: The Seattle Public Schools are undergoing dramatic changes. However, the story is not one of doom and gloom but of steady progress.

Seattle Times:

THERE is much to be optimistic about as Seattle Public Schools transform into an urban model of education quality and accessibility.
Dramatic change doesn’t happen by tinkering around the edges. Nor is Seattle’s thrust occurring in isolation. It is part of a welcome push by urban school districts across the country to improve access to good teaching, strong curriculum and better school resources.
The work under way is most visible in Seattle’s shift from a costly open-choice system to a neighborhood assignment plan. Families got that they were exchanging choice — which worked for a lucky few — for a cheaper, simpler and fairer way to access schools and programs.
Making improvements in the middle of a deep recession required Superintendent Maria Goodloe-Johnson and her team to aggressively leverage millions of dollars from credible organizations such as the Bill & Melinda Gates Foundation and federal school-improvement grants.
Wholly appropriate, and much appreciated, is Seattle’s civic and business organizations’ willingness to fill a recession-driven vacuum in education funding. This kind of support has allowed the district to continue key improvements, including professional development for all principals and teachers and increasing popular programs such as foreign-language immersion and advanced classes.

Board Meeting Archives, Budget/Financing, Community Partners, Elections, Events, Governance/Board Decision Making, School Climate

It’s the Public’s Data: Democratizing School Board Records

1 Comment

J. H. Snider, via a kind reader:

Consider just a few of the questions whose answers might help a community’s leaders and citizens make better decisions about how to improve their schools:

  • What has been said and written about school start times in districts with comparable demographics and financial resources, but better student test scores?
  • What is the relationship between student test scores and systems for electing school board members in comparable school districts?
  • How do superintendent contracts vary in comparable districts?

Parents, teachers, administrators, and taxpayers have legitimate reasons to ask questions like these. But it has been incredibly hard for them to do so. One reason is that much public information remains locked in the file cabinets of America’s more than 14,000 school districts. Another is that even if the information is posted to school websites, it may be posted in ways, such as a scanned document, that Internet search engines cannot read. Public information that should be available instantaneously and at no cost, like so much other information now available via search engines, instead takes hundreds of work-lifetimes and a fortune to gather–if it can be gathered at all.

Budget/Financing, Curriculum, Events, Governance/Board Decision Making, School Climate, Staff Support

New controversy at Rhode Island school

Valerie Strauss:

Just when it looked like things were quieting down at troubled Central Falls High School in Rhode Island, the place that became famous when all of the teachers were fired and then rehired, there’s a new controversy.
One of the two newly named co-principals was approved by the Central Falls Board of Trustees this week even though his resumé said that math scores at his former school were much higher than they really were, according to the Providence Journal.
Let’s review: In March, all of the teachers and other educators at the only high school in Central Falls, Rhode Island’s smallest and poorest city, were fired so that the school could be restructured with a new staff.
Education Secretary Arne Duncan praised Superintendent Frances Gallo for firing all of the educators in the building, and President Obama said it showed “a sense of accountability.”

Budget/Financing, Curriculum, Elections, School Climate

Little-known San Jose educator lands atop heap in race for California schools chief

Sharon Noguchi:

Some neophyte politicians spent megabucks gained from their famous companies to persuade California voters Tuesday to grant them a spot on the November ballot.
Then there was Larry Aceves. The retired superintendent of San Jose’s Franklin-McKinley, a school district obscure even in its own county, stumbled onto the ballot for California’s superintendent of public instruction after a low-budget campaign tour of the Rotary and PTA circuit. Topping 11 other candidates, Aceves won 18.8 percent of the statewide vote, the secretary of state’s office reported Wednesday, shocking two better financed and more experienced candidates.
“I pinched myself several times to make sure this wasn’t a dream,” the until now, little-known educator said Wednesday morning.
Assemblyman Tom Torlakson, D-Martinez, won 18 percent and the chance to face Aceves in a November runoff. Sen. Gloria Romero, D-Los Angeles, earned 17.2 percent of the vote, while nine others each got less than 10 percent in their quest to replace outgoing schools chief Jack O’Connell.

Community Partners, Discipline / Violence, Events, Governance/Board Decision Making, Lifelong Learning, Parenting, School Climate, Staff Support, Student Support, Teacher Support

Verona Schools Message on School Safety

Following is a message from the Superintendent and VAHS Administration. Please address any inquiries to VAHS Administration or Dr. Gorrell.
Through our contacts with the Dane County Gang Task Force we have recieved information that indicates in the coming days the VAHS campus or Verona Hometown Days are possible locations for an altercation between two rival gangs. These gangs are the Clanton 14 gang and the Carnales gang. These are the two gangs alleged to have connections with the murder of Antonio Perez last month.
Given this information the following security measures will be put in place immediately:
Tomorrow and Friday we will have an additional VPD Officer stationed on campus working with Officer Truscott. Also, regular VPD patrol officers will be in the area patrolling both the VAHS campus and the neighboring residential area in their squad cars.
Members of the administrative team will also be out patrolling the interior and exterior of the buildings throughout the day. Special attention will be paid to monitoring the two designated K-Wing and two designated main building entrances. All other entrances are to be kept closed and locked. This too will be monitored by the VPD and HS administration.
Given current information the Administrative team, in consultation with our partners in law enforcement, believes that these are prudent preventative steps. If additional information becomes available we will alter this plan accordingly. We ask all staff members to do their usual stellar job of remaining vigilant and reporting anything of concern to the Administrative Team at once.
Keeping staff informed is a priority and more information will be provided if and when it becomes available.
Thank You,
Dr. Gorrell
Ms. Hammen
Ms. Williams
Mr. Murphy
Mr. Boehm

Related: Gangs & School Violence Forum Audio / Video.

Curriculum, Events, History - Madison Schools, School Climate

Several Madison schools fail to meet No Child Left Behind standards

Gena Kittner:

Six of the seven Madison schools that made the federal list of schools in need of improvement last year are on it again, including two Madison elementary schools that faced sanctions for failing to meet No Child Left Behind standards.
In addition, three out of four Madison high schools failed to make adequate yearly progress, according to state Department of Public Instruction data released Tuesday. DeForest, Middleton and Sun Prairie high schools also made the list.
Statewide, 145 schools and four districts missed one or more adequate yearly progress targets. Last year 148 schools and four districts made the list, according to DPI. This year 89 Wisconsin schools were identified for improvement, up from 79 last year.
“These reports, based off a snapshot-in-time assessment, present one view of a school’s progress and areas that need improvement,” said State Superintendent Tony Evers in a statement.

Related: the controversial WKCE annual exam.

Community Partners, Curriculum, Governance/Board Decision Making, Lifelong Learning, Parenting, School Climate, Student Support

Entry may tighten for Boston exam schools

James Vaznis:

Boston school officials this week will unveil a more stringent residency policy for students applying to the city’s three exam schools, responding to growing concerns that out-of-towners are improperly gaining admission.
The proposed policy, which officials will present to the School Committee on Wednesday, would allow only city residents to apply to Boston Latin School, Boston Latin Academy, and the John D. O’Bryant School of Math and Science.
Currently, nonresidents can take the entrance exam for those schools; they must establish residency shortly before admission decisions are made.
“It’s a fairly significant change,” said Rachel Skerritt, chief of staff for Superintendent Carol R. Johnson. “We want to make sure students who have access to the stellar education at the exam schools live in the city.”

Board Meeting Archives, Budget/Financing, Community Partners, Elections, Governance/Board Decision Making, History - Madison Schools, School Climate

Comments on the Madison School District’s Budget

Susan Troller:

Madison’s public school budget process is lurching to a preliminary close tonight — final numbers will be available in October after the state revenue picture is clear and district enrollment will be set. Tonight there’s a public meeting at 5 p.m. at the Doyle Building for last minute pleas and entreaties, 545 West Dayton St., followed by a School Board workshop session, which is likely to include some additional budget amendments from board members. Current projections suggest there will be an increase of about $225 property tax increase on the average $250,000 home.
It’s been a particularly painful process this time around, as illustrated by a recent e-mail I got. It came from one of my favorite teachers and said that due to some of the recent budget amendments, the Madison school district’s elementary school health offices would no longer be able to provide band-aids for teachers to use in their classrooms. Instead, children would be required to bring them from home with other supplies, like tissues or crayons.

Related: Madison Schools’ 2010-2011 Budget Amendments: Task Force Spending Moratorium, Increase consulting, travel and Professional Development Spending.
A Madison School District Property Tax Increase Outlook (39% over the next 6 years) including 4 Year Old Kindergarten (4K).
Madison School District’s 2009-2010 Citizen’s Budget Released ($421,333,692 Gross Expenditures, $370,287,471 Net); an Increase of $2,917,912 from the preliminary $418,415,780 2009-2010 Budget.
Much more on the 2010-2011 Madison School District Budget here.
The Madison School District = General Motors?:

Ripon Superintendent Richard Zimman spoke to the Madison Rotary Club on “What Wisconsin’s Public Education Model Needs to Learn from General Motors Before it is too late.” 7MB mp3 audio (the audio quality is not great, but you can hear the talk if you turn up the volume!).
Zimman’s talk ranged far and wide. He discussed Wisconsin’s K-12 funding formula (it is important to remember that school spending increases annually (from 1987 to 2005, spending grew by 5.10% annually in Wisconsin and 5.25% in the Madison School District), though perhaps not in areas some would prefer.
“Beware of legacy practices (most of what we do every day is the maintenance of the status quo), @12:40 minutes into the talk – the very public institutions intended for student learning has become focused instead on adult employment. I say that as an employee. Adult practices and attitudes have become embedded in organizational culture governed by strict regulations and union contracts that dictate most of what occurs inside schools today. Any impetus to change direction or structure is met with swift and stiff resistance. It’s as if we are stuck in a time warp keeping a 19th century school model on life support in an attempt to meet 21st century demands.” Zimman went on to discuss the Wisconsin DPI’s vigorous enforcement of teacher licensing practices and provided some unfortunate math & science teacher examples (including the “impossibility” of meeting the demand for such teachers (about 14 minutes)). He further cited exploding teacher salary, benefit and retiree costs eating instructional dollars (“Similar to GM”; “worry” about the children given this situation).
Zimman noted that the most recent State of Wisconsin Budget removed the requirement that arbitrators take into consideration revenue limits (a district’s financial condition @17:30) when considering a District’s ability to afford union negotiated compensation packages. The budget also added the amount of teacher preparation time to the list of items that must be negotiated….. “we need to breakthrough the concept that public schools are an expense, not an investment” and at the same time, we must stop looking at schools as a place for adults to work and start treating schools as a place for children to learn.”

Budget/Financing, Elections, Governance/Board Decision Making, School Climate

Oklahoma Education budget cuts force drastic district moves

Murray Evans:

ith the Washita Heights School District out of money and no help apparent on the horizon, Superintendent Steve Richert went before the school board and told its members he needed to lose his job — because the district would have to be shut down.
The district’s already precarious financial situation became untenable when state appropriations began to be cut as legislators scrambled to make up a $669 million budget hole for the current fiscal year. Richert worked the numbers and determined his school district — which served the tiny Washita County towns of Corn and Colony — would run out of money by May 1.
The western Oklahoma district was able to finish out the school year, barely, and now has been consolidated with neighboring Cordell, leaving Richert to wrap up Washita Heights’ remaining business by June 30.
“Technically and legally, Washita Heights is a memory right now,” Richert said Wednesday, sitting in his office. “We no longer exist.”

Budget/Financing, Elections, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

Teachers union may not sway California schools chief race

Jill Tucker:

For nearly three decades, California’s largest teachers union has all but handpicked the candidate who went on to win the race for state superintendent of public instruction.
It was pretty much a given for the candidate: Get the California Teachers Association’s campaign cash, gain the support of most other education groups in the state and win the race.
This year is different.
In a packed field of 12 candidates, three have emerged as the top contenders for the nonpartisan job. All three are Democrats, two of whom are splitting the support of the education establishment, and a third who has attracted support of non-establishment education reformers.
The three include former South Bay schools superintendent Larry Aceves; state Sen. Gloria Romero, D-Los Angeles; and Assemblyman Tom Torlakson, D-Antioch

Board Meeting Archives, Budget/Financing, Elections, Events, Governance/Board Decision Making, History - Madison Schools, School Climate

Madison Schools’ 2010-2011 Budget Amendments: Task Force Spending Moratorium, Increase consulting, travel and Professional Development Spending

1 Comment

The Madison School Board meets Tuesday evening, June 1, 2010 to discuss the 2010-2011 budget. A few proposed budget amendments were posted recently:

Much more on the 2010-2011 Madison School District budget here.

Budget/Financing, Elections, Governance/Board Decision Making, School Climate

Voters face tough choice: pay up or shutdown

Carolyn Jones:

Alameda voters embark today on a monthlong, mail-only election to decide whether taxes will be raised to support public schools. Both sides describe the outcome as Armageddon for the quiet island city.
Measure E is a parcel tax that would give Alameda some of the highest school taxes in the Bay Area: Homeowners would pay $659 a year and business owners would owe up to $9,500 annually per parcel.
If it passes, many small business owners, already struggling with the recession, say they’ll be forced to close, stripping Alameda of its mom-and-pop charm. If the measure fails, the district’s superintendent warns that half the schools in town would close.
“If this doesn’t pass, all bets are off in Alameda,” said Encinal High School Principal Mike Cooper, a fifth-generation Alamedan. “We’re watching the collapse of public education. We’ve been trying to make this work, but something’s got to give.”

Budget/Financing, Community Partners, Curriculum, Events, Governance/Board Decision Making, History - Madison Schools, Lifelong Learning, Parenting, School Climate, Staff Support, Student Support, Teacher Support, What Can I Do?

Houston School District Wants Input on Strategic Direction for the District’s Future

Houston Independent School District:

The Houston Independent School District is in the midst of developing a long-term strategic plan that will provide a road map for the future as the district strives to become the best public school system in the nation. To ensure that all key stakeholders are engaged and involved in this process, HISD is inviting any member of the Houston community to give their input at an open discussion on Monday, May 24, from 6:00-7:30 p.m. at the Hattie Mae White Educational Support Center’s board auditorium (4440 West 18th Street).
To develop a long-term Strategic Direction, HISD is working with the Apollo Consulting Group in a six-month effort that started in February 2010 and will culminate in August with the release of a final plan. The goal is to create a set of core initiatives and key strategies that will allow HISD to build upon the beliefs and visions established by the HISD Board of Education and to provide the children of Houston with the highest quality of primary and secondary education.
Over the past two months, HISD has been gathering input from members of Team HISD, as well as from parents and members of the Houston community, including faith-based groups, non-profit agencies, businesses, and local and state leaders. After analyzing feedback and conducting diagnostic research, a number of core initiatives have emerged. They include placing an effective teacher in every classroom, supporting the principal as the CEO, developing rigorous instructional standards and support, ensuring data driven accountability, and cultivating a culture of trust through action.
“True transformation cannot happen overnight and it cannot happen without the input from everyone at Team HISD and those in our community who hold a stake in the education of Houston’s children,” says Superintendent of Schools Terry B. Grier. “In order for it to be meaningful, we need everyone to lend their voice to the process and help us shape the future direction of HISD.”

Related: Madison School District Strategic Planning Process.

Board Meeting Archives, Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, History - Madison Schools, School Climate, Staff Support, Student Support, Teacher Support

Don’t lose sight of why we have public schools

Marj Passman:


The need to succeed at teaching children is at the basic core of everything we do in Madison schools.
So why did the very society that depends on us to educate their most precious beings, their children, come to be so apprehensive about us? How did this happen? When did our state Legislature and many of our fellow citizens decide that an increase and/or a change in public financing of education was not in their interest?
Perhaps we all need to calm down and ask ourselves the very basic question of why we have public schools. The following tenets are a good start:
1. To provide universal access to free education.
2. To guarantee equal opportunities for all children.
3. To unify a diverse population.
4. To prepare people for citizenship in a democratic society.
5. To prepare people to become economically self-sufficient.
6. To improve social conditions.
7. To pass knowledge from one generation to the next.
8. To share the accumulated wisdom of the ages.
9. To instill in our young people a love for a lifetime of learning.
10. To bring a richness and depth to life.
Many Americans have either forgotten, disregard, or no longer view public schools as needed to achieve the above. Some, not all, view the public schools in a much more narrow and self-indulgent way — “What are the public schools going to do for me and my child?” — and do not look at what the schools so richly provide for everyone in a democratic society.

There are many reasons that public education institutions face credibility challenges, including:

Having said that, there are certainly some remarkable people teaching our children, in many cases resisting curriculum reduction schemes and going the extra mile. In my view, our vital public school climate would be far richer and, overall, more effective with less bureaucracy, more charters (diffused governance) and a more open collaborative approach with nearby education institutions.
Madison taxpayers have long supported spending policies far above those of many other communities. The current economic situation requires a hard look at all expenditures, particularly those that cannot be seen as effective for the core school mission: educating our children. Reading scores would be a great place to start.
The two Madison School Board seats occupied by Marj Passman and Ed Hughes are up for election in April, 2011. Interested parties should contact the Madison City Clerk’s office for nomination paper deadlines.

Budget/Financing, Curriculum, Governance/Board Decision Making, School Climate

Rhee adding senior managers to help raise school standards

Bill Turque:

Chancellor Michelle A. Rhee is more than doubling the number of senior managers who oversee the city’s 123 public schools, a move intended to put more muscle behind her efforts to raise teacher quality and student achievement.
Openings for 13 new “instructional superintendents” were posted on the D.C. schools Web site last week, at annual salaries of $120,000 to $150,000. Instructional superintendents directly supervise school principals, overseeing academic performance while troubleshooting personnel and student discipline issues.
The move comes as the school system deals with serious budget pressures. Rhee and District Chief Financial Officer Natwar M. Gandhi continue to search for an additional $10.7 million to fully fund the proposed $135.6 million teachers’ contract. Rhee also faces, according to Gandhi, about $30 million in projected overspending, some of it produced by salaries of school-based special education aides, overtime and severance payments.

Budget/Financing, College Preparation, Community Partners, Curriculum, Governance/Board Decision Making, History - Madison Schools, Lifelong Learning, Parenting, School Climate, Staff Support, Student Support, TAG, Teacher Support

Madison High School Comparison: Advanced Levels of Academic Core Courses

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Lorie Raihala 91K PDF via email:

For years there has been broad disparity among the four MMSD high schools in the number of honors, advanced/accelerated, and AP courses each one offers. In contrast to East and LaFollette, for instance, West requires all students, regardless of learning level or demonstrated competence, to take standard academic core courses in 9th and 10th grade. There has also been wide discrepancy in the requirements and restrictions each school imposes on students who seek to participate in existing advanced course options.
Parents of children at West have long called on administrators to address this inequity by increasing opportunities for advanced, accelerated instruction. Last year Superintendent Dan Nerad affirmed the goal of bringing consistency to the opportunities offered to students across the District. Accordingly, the Talented and Gifted Education Plan includes five Action Steps specifically geared toward bringing consistency and increasing student participation in advanced courses across MMSD high schools. This effort was supposed to inform the MMSD master course list for the 2010/11 school year. Though District administrators say they have begun internal conversations about this disparity, next year’s course offerings again remain the same.
Please consider what levels of English, science, and social studies each MMSD high school offers its respective 9th and 10th graders for the 2010-11 school year, and what measures each school uses to determine students’ eligibility for advanced or honors level courses.

Related: English 10 and Dane County AP Course Comparison.
I appreciate Lorie’s (and others) efforts to compile and share this information.
Update: 104K PDF revised comparison.

Budget/Financing, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

Los Angeles’ Markham Becomes Flashpoint for Teacher Seniority Reform Debate

Rob Manwaring:

We recently highlighted Markham middle school, a low performing schools in Los Angeles, in a report on low performing school improvement. Now Markham has become the flashpoint of the debate in California to overhaul teacher seniority policies. Governor Schwarzenegger recently visited Markham to highlight the problems at this school which unfortunately became a victim of seniority staffing policies (See related story). As part of a fresh start restructuring of the school, a non-profit organization established by the Mayor let all of the teachers at Markham go, rehired some of them, but mainly hired new young teachers to staff the school. The goals was to model the school after successful charter schools in the district like Green Dot. Unfortunately the school was still subject to the district’s collective bargaining agreement. So when the LA Unified faced a budget problem, it laid off over half of the staff at Markham in the summer of 2009, and has yet to be able to backfill those positions. The school is also part of a lawsuit by the ACLU to stop LAUSD from doing further harm at Markham and school like it.
Earlier this spring, the a task force created by LA’s superintendent, Ramon Cortines and chaired by Ted Mitchell, CEO of New Schools and chair of the State Board of Education (and my old boss), developed a set of recommendations to overhaul the district’s teacher and administrator policies including evaluation, seniority, tenure, differentiated compensation and career pathways. The report is worth a look. But, part of what this group determined was that there needed to be several changes in state law to allow them to implement the changes proposed.

College Preparation, Curriculum, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

Programs Train Teachers Using Medical School Model

Claudio Sanchez:

What if we prepared teachers the same way we prepare doctors?
As school reformers lurch toward more innovative ways for training classroom teachers, this idea is getting a lot of attention. A handful of teacher “residency programs” based on the medical residency model already exist. Boston was one of the first to create one in 2003.
Tom Payzant had been Boston Public Schools superintendent when he founded the Boston Teacher Residency program. Payzant, who now teaches at Harvard University, says the city desperately needed to attract more talented teachers, especially for hard-to-fill positions like math, science and special education. But it wasn’t just about the numbers, Payzant says. It was about the quality of teachers coming out of colleges of education.

College Preparation, Curriculum, Elections, Governance/Board Decision Making, School Climate, Student Support

Bellevue School Board chooses traditional math, budget cuts next

Joshua Adam Hicks:

The Bellevue School Board adopted a traditionalist-favored math curriculum last week, and the superintendent revealed her final budget-cutting recommendations on Tuesday, making April a pivotal month for the school district.
Regarding math, the school board voted 3-0 on April 13 to adopt the Holt series, snubbing an inquiry-based Discovering curriculum that had math purists and many district parents up in arms.
Board members Paul Mills, Peter Bentley, and Michael Murphy voted in favor of the Holt textbooks. Chris Marks, Karen Clark, Judy Bushnell and Cudiero were not present.
The math decision fell in line with a recommendation from the district’s textbook-adoption committee, which favored Holt over Discovering.

Budget/Financing, Community Partners, Curriculum, Governance/Board Decision Making, School Climate

Incoming Milwaukee Public Schools chief lays out goals for district

Erin Richards:

Milwaukee’s incoming schools leader will focus on improving student achievement, creating more efficient and effective district operations, and partnering with parents, businesses and community members when he takes the reins of the state’s largest public school system in July.
That’s according to Gregory Thornton, Milwaukee Public Schools’ superintendent-in-waiting, who for the first time in public Tuesday began laying out his plan for improvement and hinting at the changes those inside and outside the system can expect to see over the next few years.
“I’m excited because I think Milwaukee is at a very key place,” Thornton said. “I think we’re at a tipping point . . .  I believe we need to tip this thing in a way that young people can be successful.”
Thornton’s discussion was part of a Newsmaker Luncheon hosted by the Milwaukee Press Club at the downtown Newsroom Pub. He answered questions from a panel of local journalists as well as audience members.
From the start, Thornton said, he will have to do “some housekeeping” in the district. Change will happen, he said, and those standing in the way will not be encouraged to stick around.

Board Meeting Archives, Budget/Financing, Community Partners, Elections, Events, Governance/Board Decision Making, History - Madison Schools, School Climate

Additional Discussion on the Madison School District’s 2010-2011 Budget

Gayle Worland:

“We still have the big stuff ahead, some of the harder discussions,” School Board President Arlene Silveira said. “So it’s good to get some of these items off the table.”
Superintendent Dan Nerad started the budget discussion Monday with the news that more than nine full-time jobs for bilingual resource specialists had been double-counted in budget estimates, allowing the board to remove $632,670 in expenses for those duplicate positions.
Also, the rise in employee health insurance costs for the 2010-11 school year had been overestimated, resulting in costs that are $1.4 million less than projected, Nerad said.

Much more on the 2010-2011 budget here.

Budget/Financing, Curriculum, Elections, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

Wisconsin Schools Chief May Get More Power

Alan Borsuk:

Key legislators and major players in Wisconsin’s education scene are close to agreement on a package of ideas aimed at invigorating efforts to improve low performing schools, particularly in Milwaukee.
The focus of the proposal is on giving Tony Evers, the state superintendent of public instruction, an array of new tools for taking on the problems of the schools in the state that get the weakest results.
According to a draft of the proposal, when it comes to low-performing schools, Evers would have powers to order school boards to change how principals are hired and fired; how teachers are assigned; how teachers and principals are evaluated, including the use of student performance data; and how curriculum and training of teachers is handled.
“There’s a large consensus of people who are around this,” State Sen. Lena Taylor (D-Milwaukee) said. “That’s exciting.”
Evers said, “We feel confident we have a good, meaningful piece of legislation.” He said it had been “an amazing few weeks” as prospects for a major education reform package this year went from bleak to energized. He said conversations, including a session Wednesday at the Capitol with many of the major players, had involved hard conversations in which people had given ground on stands they had taken previously.

Budget/Financing, College Preparation, Community Partners, Curriculum, Events, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

Wisconsin Likely to Adopt “Common Core” K-12 Standards, Drop Oft-Criticized WKCE

Gayle Worland:

Wisconsin students can count on one hand the number of times they’ll still have to take the math section — or any section — of the Wisconsin Knowledge and Concepts Exam, the annual weeklong test whose results for 2009-10 were scheduled to be released Wednesday.
That’s because the WKCE is expected to give way in a few years to tests based on new national academic standards proposed last month that could become final this spring.
The District of Columbia, Puerto Rico, the Virgin Islands and all 50 U.S. states except Alaska and Texas in the fall signed on to the development of the Common Core State Standards for math and English, which spell out what the nation’s public schoolchildren should be taught from kindergarten through high school.
When the final standards are unveiled, probably in late May, Wisconsin likely will adopt them, said Sue Grady, executive assistant to the state school superintendent.

Budget/Financing, Community Partners, Events, Governance/Board Decision Making, School Climate

Fiscally responsible school budgeting

Dallastown Area School District Superintendent Stewart Weinberg:

The school budget is an opportunity for the board and the administration to financially describe the academic aspirations for all children. It’s the means for a district to implement and follow through on its strategic plan. In strategic plans we find the vision and scope for delivering the educational program. The budget must articulate this vision for academic excellence.
It is imperative that each school district, each year, re-examine all of its revenue sources and expenditures. School districts are primarily funded by local real estate taxes. In Dallastown, nearly 78 percent of revenue sources come from local sources — 85 percent of which are local real estate taxes. State sources make up about 21 percent; federal and other sources make up the remai

Clusty Search: Stewart Weinberg.

Budget/Financing, Curriculum, Governance/Board Decision Making, Lifelong Learning, Parenting, School Climate, Staff Support, Student Support, Teacher Support

What Students Do

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In the 1980s, when I was teaching history at the high school in Concord, Massachusetts, one day there was a faculty meeting during which some of my colleagues put on a skit about one of our most intractable problems: students wandering in the hallways during classes. One person played the principal, another the hall monitor, and others the guidance counselor, the vice-principal, and I can’t remember who else from the staff. One teacher played the student who had been in the halls.
They did a good job on the acting and the lines were good, but as it went on, I noticed something a bit odd. Everyone had a part and things to say, but the only passive member of the show was the student, who had nothing much to say or do.
I notice a parallel to this in the majority of discussions about education reform these days. With some exceptions, including Carol Jago, Diane Ravitch, Paul Zoch, and me, edupundits seem occupied with just about everything except what students do academically.
There is a lot of discussion of what teachers do, and what superintendents, curriculum coordinators, principals, financial officers, mayors, legislators, and so on, do, but the actual academic work of students gets very little attention.
This observation was reinforced for me when the TCR Institute did a study in 2002 of the assignment of serious term papers in U.S. public high schools. It was the first (and last) study of its kind, and it found that the majority of HS students are not being asked to do the sort of academic writing they need to work on to prepare themselves for college (and career).
In the last eight years, I have sought funds for a study of the assignment of complete nonfiction books in U.S. public high schools, but no one seems interested. Of course, many billions have been spent since 2002 on school reinvention and reorganization, assessment plans, teacher selection, training and retention, and so on, but again, the academic work of the students (the principal mission of schools) is “more honored in the breach than the observance.”
My perspective on this is necessarily a bottom-up, Lower Education one. I publish the serious research papers of high school students of history. Most of the 20,000+ U.S. public high schools never send me one, which is not a great surprise, because most history departments, other than in IB schools, do not assign research papers.
But it gives me a curiosity over the neglect of student work which does not seem to be present in those whose focus is at a Higher Level in education. Those who live on the Public Policy level of Education Punditry can not see far enough Down or focus closely enough on the activity of schools to find out whether our HS students are reading history books and writing term papers.
I believe this is because foundation people, consultants, education professors, public policy experts, and their tribes mostly talk to each other, not to students or even to teachers, who are so far far beneath them. They hold conferences, and symposia, and they write papers and books about what needs to be done in education, but from almost none of them come suggestions that involve the academic reading and writing our students should be doing.
Of course what teachers do is vastly important, as well as very difficult to influence, but surely it cannot be that much more important than what students do.
Naturally, we should design curricula rich in knowledge, but if they don’t include serious independent academic work by students, the burden will still be on the teacher, and many too many students can slide through under it and arrive in college ready for their remedial classes in reading, math and writing, as more than a million do now each year.
Tony Wagner, the only person I know at the Harvard Education School who is interested in student work, did a focus group with some graduates of a high school he was working with, and they all said they wished they had been given more serious work in academic writing while they were in the high school. I asked him how many schools he knows of which take the time to hold focus groups with their recent graduates to get feedback from them on their level of academic preparation in school, and he said he only knew of three high schools in the country which did it.
We do need improvements in all the things the edupundits are working on, and the foundations and our governments are spending billions on. But if we continue to lack curiosity about and to ignore what students are doing academically, I feel sure all that money will continue to be wasted, as it has been so many many times in the past.
“Teach by Example”
Will Fitzhugh [founder]
Consortium for Varsity Academics® [2007]
The Concord Review [1987]
Ralph Waldo Emerson Prizes [1995]
National Writing Board [1998]
TCR Institute [2002]
730 Boston Post Road, Suite 24
Sudbury, Massachusetts 01776-3371 USA
978-443-0022; 800-331-5007
www.tcr.org; fitzhugh@tcr.org
Varsity Academics®
www.tcr.org/blog

Board Meeting Archives, Budget/Financing, Community Partners, Elections, Events, Governance/Board Decision Making, History - Madison Schools, School Climate, Student Support

Madison School District Administration PR on Budget Tax & Spending Discussions

Madison School District, via a kind reader’s email:

Video Answers to Budget Questions
Answers from Superintendent Dan Nerad and Asst. Supt. for Business Services Erik Kass
Recorded on March 24
At their meeting on March 22, the Board of Education took actions related to the 2010-11 budget. What did they do regarding their use of taxing authority?

Much more on the 2010-2011 budget here.
Tangentially related with respect to ongoing tax & spending growth during the “Great Recession”: What Does Greece Mean to You by John Mauldin.

Budget/Financing, Community Partners, Curriculum, Events, Governance/Board Decision Making, Parenting, School Climate, Staff Support, Student Support, Teacher Support

Decision makes schools chief loathed and loved

Wayne Drash:

Superintendent Frances Gallo combed the classrooms of embattled Central Falls High School. Teachers and students were gone for the day. Gallo was hunting for a particular item: an effigy of President Obama.
She hoped the rumor of its existence wasn’t true.
Gallo had fired all the high school teachers just a month earlier, igniting an educational maelstrom in Rhode Island’s smallest and poorest community while winning praise from the president.
The teachers union lampooned her; hate mail flooded her inbox. For weeks, she’d prayed every morning for the soul of the man who wrote: “I wish cancer on your children and their children and that you live long enough to see them die.”
It was one thing to take barbs from opponents — another thing altogether if the division was infecting classrooms. Teachers assured the superintendent that the school battle wasn’t seeping into lesson plans. So, when CNN asked her about the rumor of the effigy, Gallo took it upon herself to get to the bottom of it.

Budget/Financing, Community Partners, Curriculum, Governance/Board Decision Making, School Climate, Staff Support, Teacher Support

War on Teachers Escalates

Christopher Paslay:

Last month’s wholesale firing of 74 teachers at Central Falls High School in Rhode Island exemplified America’s rising anti-teacher sentiment. Both President Obama and Education Secretary Arne Duncan praised Superintendent Frances Gallo’s decision, and Newsweek writers Evan Thomas and Pat Wingert called the firings a “notable breakthrough.”
This is an excerpt from my commentary in today’s Philadelphia Inquirer, “War on teachers escalates”. Please click here to read the entire article. You can respond or provide feedback by clicking on the comment button below.

Elections, Events, Governance/Board Decision Making, School Climate

Incoming Milwaukee Public Schools’ chief Thornton gives clues to his priorities

Alan Borsuk:

Gregory Thornton wants to fly pretty much below the radar right now.
The incoming superintendent of Milwaukee Public Schools says he doesn’t take over until July 1, he doesn’t want to interfere with the current superintendent, William Andrekopoulos, and he’s just beginning to know the people and issues in his visits to Milwaukee. So he doesn’t want to get too specific or out front with what he wants to do with his new job.
But talk to him for 75 minutes in a private room at a cafe and you begin to see where he wants to go, and it includes places that might please some who didn’t favor him being hired and displease some who did.
In short: If you like what Michael Bonds is doing as president of the School Board, there’s a strong chance you’ll like Thornton.
Bonds has become a strong force within MPS in the year since he became head of the nine-member board. He is assertive, firm and smart politically. He wants the board to have more power over MPS, and that’s happening. He was at the center of the fight to stop Gov. Jim Doyle and Mayor Tom Barrett’s bid to switch to mayoral control of MPS, and he’s winning.

Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

The education president

Chicago Tribune:

Rhode Island’s Central Falls High School faces a world of problems. Not quite half of the freshmen class of 2005 went on to graduate last year. A little more than half of the juniors passed a state reading test. In math, just 7 percent passed.
Superintendent Frances Gallo asked her teachers to step up, to help her turn around their failing school. She asked them to teach 25 minutes more each day. She asked them to tutor the kids, to eat lunch once a week with the kids, to spend more time learning how to teach effectively.
She also offered to increase their pay. Teachers at Central Falls do well: $72,000 to $78,000 a year. Gallo offered them a $3,400 bump.
The teachers union said no.

Budget/Financing, College Preparation, Community Partners, Curriculum, Elections, Governance/Board Decision Making, Lifelong Learning, School Climate, Student Support

Tiny school’s fate roils rural California district

Louis Sahagun:

Class divisions fuel furor over a plan to close college-prep academy in the eastern Sierra Nevada. ‘The situation has unleashed pandemonium,’ says the district’s superintendent.
When Eastern Sierra Unified School District Supt. Don Clark stared down a projected budget deficit, he did what school administrators across the nation have had to do: consider laying off teachers and closing campuses.
But that decision, in a rural district sprawled along U.S. 395 between the snowy Sierra and the deserts of Nevada, has exposed deep resentments between parents of students in traditional high schools and those with teenagers in a college-prep academy designed for high achievers.
The trouble started a week ago when Clark announced that the district, facing a budget shortfall of $1.8 million, was considering laying off more than a dozen teachers and closing the 15-year-old Eastern Sierra Academy, among other measures.

Budget/Financing, College Preparation, Community Partners, Curriculum, Governance/Board Decision Making, History - Madison Schools, Parenting, School Climate, Staff Support

Monona Grove School District (WI) uses ACT-related tests to boost academic performance

Susan Troller:

Test early, test often, and make sure the results you get are meaningful to students, teachers and parents.
Although that may sound simple, in the last three years it’s become a mantra in the Monona Grove School District that’s helping all middle and high school students increase their skills, whether they’re heading to college or a career. The program, based on using ACT-related tests, is helping to establish the suburban Dane County district as a leader in educational innovation in Wisconsin.
In fact, Monona Grove recently hosted a half-day session for administrators and board members from Milwaukee and Madison who were interested in learning more about Monona Grove’s experiences and how the school community is responding to the program. In a pilot program this spring in Madison, students in eighth grade at Sherman Middle School will take ACT’s Explore test for younger students. At Memorial, freshmen will take the Explore test.
Known primarily as a college entrance examination, ACT Inc. also provides a battery of other tests for younger students. Monona Grove is using these tests — the Explore tests for grades 8 and 9, and the Plan tests for grades 10 and 11 — to paint an annual picture of each student’s academic skills and what he or she needs to focus on to be ready to take on the challenges of post-secondary education or the work force. The tests are given midway through the first semester, and results are ready a month later.
“We’re very, very interested in what Monona Grove is doing,” says Pam Nash, assistant superintendent for secondary education for the Madison district. “We’ve heard our state is looking at ACT as a possible replacement for the WKCE (Wisconsin Knowledge and Concepts Exam), and the intrinsic reliability of the ACT is well known. The WKCE is so unrelated to the students. The scores come in so late, it’s not useful.

The Madison School District’s “Value Added Assessment” program uses data from the oft-criticized WKCE.

Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, School Climate

A consolidation in the Dodgeland School district that may be paying dividends

Barry Adams:

Count the Dodgeland School District in central Dodge County as among those that have closed schools in outlying communities. Voters in 2001 approved a $17 million referendum to construct one school facility on Juneau’s south side to house all of the district’s students from kindergarten through 12th grade.
That meant closing a middle school in Reeseville and an elementary school in Lowell. An elementary school in Clyman had closed in the late 1990s, according to Superintendent Annette Thompson.
She said trying to adequately fund the previous school arrangement in today’s fiscal environment would be difficult. The change has been for the better.
“It was a hard transition, but we recognized that to be the most cost-effective, we needed a facility that meets the needs of all students,” Thompson said. “I think we’re moving in a really positive direction.”

Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, School Climate

National School Standards, at Last

New York Times Editorial:

The countries that have left the United States behind in math and science education have one thing in common: They offer the same high education standards — often the same curriculum — from one end of the nation to the other. The United States relies on a generally mediocre patchwork of standards that vary, not just from state to state, but often from district to district. A child’s education depends primarily on ZIP code.
That could eventually change if the states adopt the new rigorous standards proposed last week by the National Governors Association and a group representing state school superintendents. The proposal lays out clear, ambitious goals for what children should learn year to year and could change curriculums, tests and teacher training.

Board Meeting Archives, Budget/Financing, Community Partners, Curriculum, Governance/Board Decision Making, School Climate

Grier has opened door to system of great Houston schools

Chris Barbic & Mike Feinberg:

In his 2010 State of the Schools address, Houston Independent School District Superintendent Terry Grier commented on the district’s relationship with the public charter schools we founded more than a decade ago, YES Prep and KIPP. Grier referred to the relationship as a partnership as well as a competition, stating that HISD is ready to “get busy” in order to ensure parents are not leaving failing HISD schools to attend YES Prep, KIPP or other high-performing charters in Houston. We could not be more pleased to hear these comments from Grier. In fact, we’ve been hoping for many years that our existence would indeed result in this type of relationship with HISD and a superintendent ready to “get busy” and compete. The recent changes that Grier and the board have implemented regarding a longer calendar and focus on human capital show that they are committed to this idea.
YES Prep and KIPP were both born inside HISD in the mid-1990s when we were both classroom teachers in underserved communities in search of a better way to educate our students. We had a number of theories we wanted to test about what it would take to educate our students in a way that would allow them to compete with students from our city’s very best schools. What we learned in those early years was that for us to have the freedom to be experimental, nimble and fleet-footed, for us to be able to make sometimes unorthodox decisions in the best interest of our students, we would need to leave HISD’s political bureaucracy to operate as independent public charter schools.

Board Meeting Archives, Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, Parenting, PTO Priorities, School Climate, Staff Support, Student Support, Teacher Support

Kansas City Adopts Plan to Close Nearly Half Its Schools

Susan Saulny:

The Kansas City Board of Education voted Wednesday night to close almost half of the city’s public schools, accepting a sweeping and contentious plan to shrink the system in the face of dwindling enrollment, budget cuts and a $50 million deficit.
In a 5-to-4 vote, the members endorsed the Right-Size plan, proposed by the schools superintendent, John Covington, to close 28 of the city’s 61 schools and cut 700 of 3,000 jobs, including those of 285 teachers. The closings are expected to save $50 million, erasing the deficit from the $300 million budget.
“We must make sacrifices,” said board member Joel Pelofsky, speaking in favor of the plan before the vote. “Unite in favor of our children.”

Budget/Financing, Community Partners, Curriculum, Events, Governance/Board Decision Making, School Climate

School cuts: Size matters

Savannah Morning News:

Savannah-Chatham school board should consider temporary increases to class size.
LOCAL SCHOOL officials say everything is on the table when it comes to cutting the budget, but there are some measures that would be a bit less painful.
For instance, the Savannah-Chatham Board of Education should consider a temporary increase in class sizes.
While the state last year increased class size regulations marginally, the local system remains, on average, about two or three students below those limits. There is more leeway in elementary schools, with class sizes closer to state limits in the middle and upper grades.
More students per class will likely mean more stress on educators. However, this move can be easily undone when the economy (and school tax revenue) improves.
Superintendent Thomas Lockamy said that out of the system’s roughly 3,200 teaching positions, some 300 to 400 come vacant at the end of each year through resignations or retirement.

Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, School Climate

Rhode Island teacher firings, a Race to the Top case study

Bridgette Wallis:

One of the first high-profile examples of President Obama’s public education reforms comes from Rhode Island, a participant in Race to the Top (RttT).
Superintendent Frances Gallo, overseeing the persistently failing Central Falls High School, decided to fire all the school’s teachers after the teacher union proved to be the road block to reform. The superintendent was set to initiate an intervention program at the high school which involved many changes including a longer school day, lunch with the students, and more after school tutoring. The union rejected the proposal because there was not enough monetary compensation attached. Because the intervention plan was refused, the superintendent had to resort to a different model of school reform – the turnaround model — which involves firing the majority of the faculty and staff. Deborah Gist, Rhode Island’s new education commissioner approved the turnaround model for the school.

Budget/Financing, Curriculum, Events, Governance/Board Decision Making, School Climate, Student Support

Fire the teachers? When schools fail, it may work

Ray Henry:

When all the teachers were fired from Central Falls High School last week in a sweeping effort at school reform, their superintendent gave them a taste of the accountability President Barack Obama says is necessary.
It is a strategy that has been used elsewhere, such as in Chicago and Los Angeles. But while there have been some improvements in test scores, schools where most teachers have been replaced still grapple with problems of poverty and discipline. Even advocates of the approach say firing a teaching staff is just one of several crucial steps that must be taken to turn around a school.
Central Falls teachers have appealed the firings and both they and the administration are now indicating a willingness to go back to the table to avoid mass firings. Teachers say wholesale firings unfairly target instructors who work with impoverished children who have been neglected for years.
“We believe the teachers have been scapegoated here,” American Federation of Teachers President Randi Weingarten said of the Central Falls firings this week.

Budget/Financing, Governance/Board Decision Making

Getting Tough in Kansas City

Frederick Hess:

Across the nation, districts are only enduring the first phase of what is likely a several-year stretch of tough budgets. Why? First, property taxes account for so much of school spending, residential real estate prices are only now bottoming, commercial properties will be falling into 2011, and states adjust valuation on a rolling basis. This means the impact of the real estate bubble likely won’t fully play out until 2014 or so. Second, thus far, districts have been cushioned by more than $100 billion in stimulus funds. Third, going forward, K-12 is going to be competing with demands for Medicaid, transportation, public safety, and higher education–all of which have been squeezed and will be hungry for fresh dollars when the economy recovers. And, fourth, massively underfunded state and local pension plans will require states to redirect dollars from operations. All of this means that the funding “cliff” looming in 2010 to 2011 is steeper and likely to be with us longer than most district leaders have publicly acknowledged.
Early responses to this situation have been inadequate, to put it mildly. Districts first took out the scalpel and turned up thermostats, delayed textbook purchases, and reduced maintenance. Now they’re boosting class sizes, raising fees, and zeroing out support staff and freshmen athletics. It’s going to take a lot more for districts to thrive in their new fiscal reality. It would behoove them to take a page from the playbook of new Kansas City Superintendent John Covington.

Budget/Financing, Community Partners, Curriculum, Events, Governance/Board Decision Making, History - Madison Schools, School Climate

A Partial Madison School District Budget Update, Lacks Total Spending Numbers

Madison School District Superintendent Dan Nerad 292K PDF:

In November of 2008 the district was given voter approval for a three year operating referendum: $5 million in 2009-2010, $4 million in 2010-2011, and $4 million in 2011-2012, The approved operating referendum has a shared cost plan between property tax payers and the district.
During the fall adoption of the 2009-2010 budget the Board of Education worked to reduce the impact for property tax payers by eliminating costs, implementing new revenues, and utilizing fund balance (see Appendix A). The Wisconsin State 2009-2011 budget impacted the district funding significantly in the fall of2009-2010 and will again have an impact on the 2010-2011 projections.
The district and PMA Financial Network, Inc, have worked to prepare a five year financial forecast beginning with the 2010-2011 budget year, which is attached in pgs 1-2.
2010-2011 Projection Assumptions:
The following items are included in the Budget Projection:
1. The budget holds resources in place and maintains programs and services.
2. October enrollment projections
3. Salary and Benefits – Teacher salary projections are based on their current settlement, and all other units are at a projected increase consistent with recent contract settlements.
4. Supplies & Materials – A 1% (~$275,000) projection was applied to supply and material budgets each year
5. Revenues – The district utilized revenue limit and equalization aid calculations based on the 2009-2011 State Budget. All other revenues remained constant.
6. Grants – Only Entitlement Grants are included in the forecasted budget. Example ARRA funds are not included as they are· not sustainable funds.
7. Debt – The forecast includes a projection for the WRS refinancing as of January 26th Attached on pgs 3-4 is a current Debt Schedule for the District which includes thecurrently restructured debt and the estimated WRS refinanced debt.
8. The 4-k program revenues, expenditures and enrollment have been added to the
projections beginning in 2011-2012.

Much more on the budget, including some total budget numbers via a Board Member’s (Ed Hughes) comment. The recent State of The District presentation lacked total budget numbers (it presented property taxes, which are certainly important, but not the whole story). There has not been a 2009-2010 citizen’s budget, nor have I seen a proposed 2010-2011 version. This should be part of all tax and spending discussions.

Board Meeting Archives, Budget/Financing, Community Partners, Curriculum, Governance/Board Decision Making, History - Madison Schools, Parenting, School Climate, Special Education, Staff Support, Student Support, Teacher Support

More on the Madison School District High School’s Use of Small Learning Communities & A Bit of Deja Vu – A Bruce King Brief Evaluation

Pam Nash 4.5MB PDF:

Introduction and Overview
1. Background and Overview Daniel A. Nerad, Superintendent of Schools
Prior to the fall of 2008, MMSD high schools functioned as four separate autonomous high schools, with minimal focus on working collaboratively across the district to address student educational needs.
In 2008 MMSD received a Federal Smaller Learning Communities for $5.3 million dollars over a five year period. The purpose of that grant is to support the large changes necessary to:

  • Increase student achievement for all students.
  • Increase and improve student to student relationships and student to adult relationships.
  • Improve post-secondary outcomes for all students.

District administration, along with school leadership and school staff, have examined the research that shows that fundamental change in education can only be accomplished by creating the opportunity for teachers to talk with one another regarding their instructional practice. The central theme and approach for REaL has been to improve and enhance instructional practice through collaboration in order to increase stndent achievement. Special attention has been paid to ensure the work is done in a cross – district, interdepartmental and collaborative manner. Central to the work, are district and school based discussions focused on what skills and knowledge students need to know and be able to do, in order to be prepared for post-secondary education and work. Systemized discussions regarding curriculum aligll1nent, course offerings, assessment systems, behavioral expectations and 21 st century skills are occurring across all four high schools and at the district level.
Collaborative professional development has been established to ensure that the work capitalizes on the expertise of current staff, furthers best practices that are already occurring within the MMSD high school classrooms, and enhances the skills of individuals at all levels from administration to classroom teachers needed. Our work to date has laid the foundation for further and more in-depth work to occur.
While we are at the formative stages of our work, evidence shows that success is occurring at the school level. Feedback from principals indicates that district meetings, school buildings and classrooms are feeling more collaborative and positive, there is increased participation by teachers in school based decisions, and school climate has improved as evidenced by a significant reduction in behavior referrals.
This report provides a summary of the REaL Grant since fall of2008 and includes:
1. Work completed across all four high schools.
2. School specific work completed.
3. District work completed.
4. REaL evaluation
5. Future implications
In addition the following attachments are included:
1. Individual REaL School Action Plans for 09-10
2. REaL District Action for 09-10
3. ACT EP AS Overview and Implementation Plan
4. AVID Overview
5. Templates used for curriculum and course alignment
6. Individual Learning Plan summary and implementation plan
7. National Student Clearninghouse StudentTracker System
8. Student Action Research example questions
2. Presenters

  • Pam Nash, Assistant Superintendent of Secondary Schools
  • Darwin Hernandez, East High School AVID Student
  • Jaquise Gardner, La Follette High School AVID Student
  • Mary Kelley, East High School
  • Joe Gothard, La Follette High School
  • Bruce Dahmen, Memorial High School
  • Ed Holmes, West High School
  • Melody Marpohl, West High School ESL Teacher

3. Action requested of the BOE
The report is an update, providing information on progress of MMSD High Schools and district initiatives in meeting grant goals and outlines future directions for MMSD High schools and district initiatives based on work completed to date.

MMSD has contracted with an outside evaluator, Bruce King, UW-Madison. Below are the initial observations submitted by Mr. King:
The REaL evaluation will ultimately report on the extent of progress toward the three main grant goals. Yearly work focuses on major REaL activities at or across the high schools through both qualitative and quantitative methods and provides schools and the district with formative evaluation and feedback. During the first two years ofthe project, the evaluation is also collecting baseline data to inform summative reports in later years of the grant. We can make several observations about implementation ofthe grant goals across the district.
These include:
Observation 1: Professional development experiences have been goal oriented and focused. On a recent survey of the staff at the four high schools, 80% of responding teachers reported that their professional development experiences in 2009-10 were closely connected to the schools’ improvement plans. In addition, the focus of these efforts is similar to the kinds of experiences that have led to changes in student achievement at other highly successful schools (e.g., Universal Design, instructional leadership, and literacy across the curriculum).
Observation 2: Teacher collaboration is a focal point for REaL grant professional development. However, teachers don’t have enough time to meet together, and Professional Collaboration Time (PCT) will be an important structure to help sustain professional development over time.
Observation 3: School and district facilitators have increased their capacity to lead collaborative, site-based professional development. In order for teachers to collaborate better, skills in facilitation and group processes should continue to be enhanced.
Observation 4: Implementing EP AS is a positive step for increasing post-secondary access and creating a common assessment program for all students.
Observation 5: There has been improved attention to and focus on key initiatives. Over two- thirds ofteachers completing the survey believed that the focus of their current initiatives addresses the needs of students in their classroom. At the same time, a persisting dilemma is prioritizing and doing a few things well rather than implementing too many initiatives at once.
Observation 6: One of the important focus areas is building capacity for instructional leadership, work carried out in conjunction with the Wallace project’s UW Educational Leadership faculty. Progress on this front has varied across the four schools.
Observation 7: District offices are working together more collaboratively than in the past, both with each other and the high schools, in support of the grant goals.
Is it likely that the four high schools will be significantly different in four more years?
Given the focus on cultivating teacher leadership that has guided the grant from the outset, the likelihood is strong that staff will embrace the work energetically as their capacity increases. At the same time, the ultimate success ofthe grant will depend on whether teachers, administrators, anddistrict personnel continue to focus on improving instruction and assessment practices to deliver a rigorous core curriculum for all and on nurturing truly smaller environments where students are known well.

Related:

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The Proposed Madison School District Administrative Reorganization Plan

2 Comments

Superintendent Dan Nerad, via an Arlene Silveira email 1.4MB PDF:

Processes of the Administration
The following administrative processes are currently being utilized to provide administrative leadership within the district:

  1. Superintendent’s Management Team Comprised of the Superintendent and department administrators, this team meets weekly and serves as the major decision making body of the administration.
  2. Strategic Plan Monitoring and Support
    The Superintendent meets monthly with administrators with lead responsibility for the five priority strategies within the Strategic Plan.
  3. Superintendents-Assistant Superintendents, Chief of Staff and Executive Director, Human Resources
    The Superintendent meets weekly with the Assistant Superintendents, Chief of Staff and Executive Director of Human Resources to discuss key operational issues.
  4. Board Liaison Team
    The Board Liaison Team, consisting of designated administrators, meets three times a month to coordinate Board agenda planning and preparation. District Learning Council The District Learning Council consists of curriculum, instruction and assessment related administrators and teacher leaders. This council meets bi-weekly to discuss major instructional issues in the district and provides coordination across related departments.
  5. Department Meetings Administrators assigned to each department meet as needed.
  6. Principal Meetings Assistant Superintendents meet minimally one time per month with all principals
  7. Committee Meetings
    There are numerous administrative/staff committees that meet as specific tasks require.

General Strengths of the Current Administrative Structure
The strengths of the current administrative structure within the district are as follows:

  1. The basic structure of our district has been in place for many years. As a result, the current department structure is known by many and has predictable ways of operating.
      There exist needed checks and balances within the current system, given the relative equal status of the departments, with each department leader along with the Assistant Superintendents and Chief of Staff directly reporting to the Superintendent of Schools.

    General Weaknesses of the Current Administrative Structure
    The weaknesses of the current administrative structure within the district are as follows:

    1. The degree to which the mission-work of the district, teaching and learning, is central to the function of administration is of concern especially in the way professional development is addressed without a departmental focus.
    2. Traditional organizational structures, while having a degree of predictability, can become bureaucratically laden and can lack inventiveness and the means to encourage participation in decision making.

    Organizational Principles
    In addition to the mission, belief statements and parameters, the following organizational principles serve as a guide for reviewing and defining the administrative structure and administrative processes within the district.

    1. The district will be organized in a manner to best serve the mission of the district .and to support key district strategies to accomplish the mission.
    2. Leadership decisions will be filtered through the lens of our mission.
    3. Central service functions will be organized to support teaching and learning at the schools and should foster supportive relationships between schools and central service functions.
    4. The district’s organizational structure must have coherence on a preK-12 basis and must address the successful transition of students within the district.
    5. The district will be structured to maximize inter-division and intra-division collaboration and cooperation.
    6. The district’s organizational structure must have an orientation toward being of service to stakeholders, internally and externally.
    7. The district must be organized in a manner that allows for ongoing public engagement
      and stakeholder input.

    8. To meet the district’s mission, the district will embrace the principles of learning organizations, effective schools, participative and distributive leadership and teamwork.
    9. The district will make better use of data for decision making, analyzing issues, improving district operations, developing improvement plans and evaluating district efforts.
    10. The need for continuous improvement will be emphasized in our leadership work.
    11. Ongoing development and annual evaluation of district leaders is essential.

    Leadership Needs
    Given these organizational principles, as well as a review of the current administrative structure and administrative processes within the district, the following needs exist. In addition, in the development of this plan, input was sought from all administrators during the annual leadership retreat, individual Management Team members and individual members of the Board of Education. These needs were specifically referenced in identifying the recommended changes in our administrative structure and related administrative processes that are found in this report.

    1. There is a need to better align the administrative structure to the district’s mission and Strategic Plan and to place greater priority on the mission-work of our organization (improved achievement for all students and the elimination of achievement gaps).
    2. From an administrative perspective, the mission-work of our district is mainly delivered through teaching and learning and leadership work being done in our schools. Central service functions must act in support of this work. In addition, central service functions are needed to ensure constancy of focus and direction for the district.
    3. New processes are needed to allow for stakeholder engagement and input and to create greater inter-department and division collaboration and cooperation
    4. The mission of the district must be central to decisions made in the district.
    5. The organizational structure must support PreK -12 articulation and coordination needs within the district.
    6. Leadership work must embody principles of contemporary learning organizations, effective school practices, participative and distributive leadership and teamwork. Included in this will be a focus on the purposeful use ofteacher leadership, support for our schools and a focus on positive culture within the district.
    7. There must be an enhanced focus on the use of data in our improvement and related accountability efforts.
    8. There is a need to unifonnly implement school and department improvement plans and to change administrative supervision and evaluation plans based on research in the field and on the need for continuous improvement of all schools, departments and all individual administrators.

    In addition, as this plan was constructed there was a focus on ensuring, over the next couple of years, that the plan was sustainable from a financial point of view.

Uncategorized

All teachers fired at R.I. school. Will that happen elsewhere?

Stacy Teicher Khadaroo:

All the teachers at Central Falls High School in Rhode Island were fired by the board of trustees this week. More such cases are likely to arise across the US in the coming year because of pressure from the Obama administration – and the incentive of billions of federal dollars.
A small, high-poverty school district in Rhode Island is now ground zero for some of the most explosive debates over reforming America’s worst-performing schools.
To the dismay of many local and national union members, all the teachers, the principal, and other staff of Central Falls High School were fired by the board of trustees this week. The move is part of a dramatic turnaround plan proposed by the superintendent and approved by the state education commissioner.
Because of pressure from the Obama administration – and the incentive of billions of federal dollars – more such cases are likely to arise across the United States in the coming year.
Advocates of the “turnaround” approach say it’s a way to remove bad teachers or change a culture that makes it difficult for good teachers to work effectively. But teachers feel scapegoated. And there’s no clear-cut research guaranteeing that student test scores will improve when schools are reorganized with new staffs.

Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support

Mass firings at R.I. school may signal a trend

Greg Toppo:

The mass firing of teachers at a Rhode Island high school this week is hardly new: For nearly two decades, states and school districts have been “reconstituting” staffs at struggling public schools.
But Tuesday’s move by Central Falls, R.I., Superintendent Frances Gallo to remove all 74 teachers, administrators and counselors at the district’s only high school may be the first tangible result of an aggressive push by the Obama administration to get tough on school accountability — and may signal a more fraught relationship between teachers unions and Democratic leaders.
“This may be one school in one town, but it represents a much bigger phenomenon,” says Andy Smarick of the Thomas B. Fordham Institute, a Washington, D.C., education think tank. “Thanks to years of work battling the achievement gap and the elevation of reform-minded education leaders, we may finally be getting serious about the nation’s lowest-performing schools.”

Budget/Financing, Community Partners, Governance/Board Decision Making, School Climate

Kansas City considers closing 31 of 61 schools

Greg Toppo:

n the pantheon of unpopular moves by school superintendents, perhaps none rivals what John Covington wants to do.
Faced with declining enrollment and a $50 million budget shortfall, the Kansas City, Mo., schools chief wants the school board to close as many as 31 of the city’s 61 schools and lay off one-fourth of its employees — including 285 teachers.
Covington wants it done by the time school starts in fall. A vote could come in March.
“The bottom line is the quality of education we’re offering children in Kansas City is not good enough,” he says. “One reason it’s not good enough is that we’ve tried to spread our resources over far too many schools.”
Closing schools in shrinking urban districts is nothing new: It’s happening in dozens of cities, including Chicago, Detroit, Cleveland, Memphis, San Antonio and Washington, D.C. But the scope of Covington’s plan sets it apart from even the most cash-strapped school districts.

Much more on Kansas City’s school closing plans here.

Budget/Financing, Community Partners, Curriculum, Governance/Board Decision Making, History - Madison Schools, Lifelong Learning, Parenting, School Climate, Staff Support, Student Support, Teacher Support

Change and Race to the Top

Robert Godfrey:

Which brings us to this next item, one with twist and turns not completely understandable at this point, but certainly not held up by people like myself as a model of how to “get the job properly done” — to use Herbert’s words.
Diane Ravitch, an intellectual on education policy, difficult to pigeonhole politically (appointed to public office by both G.H.W. Bush and Clinton), but best described as an independent, co-writes a blog with Deborah Meier that some of our readers may be familiar with called “Bridging Differences.” This past week she highlighted a possibly disturbing development in the Race to the Top competition program of the Department of Education, that dangles $4.3 billion to the states with a possible $1.3 billion to follow. Ravitch’s critique suggests that this competition is not run by pragmatists, but rather by ideologues who are led by the Bill Gates Foundation.

If this election had been held five years ago, the department would be insisting on small schools, but because Gates has already tried and discarded that approach, the department is promoting the new Gates remedies: charter schools, privatization, and evaluating teachers by student test scores.

Two of the top lieutenants of the Gates Foundation were placed in charge of the competition by Secretary Arne Duncan. Both have backgrounds as leaders in organisations dedicated to creating privately managed schools that operate with public money.

None of this is terribly surprising (See the Sunlight Foundation’s excellent work on the Obama Administration’s insider dealings with PhRMA). Jeff Henriques did a lot of work looking at the Madison School District’s foray into Small Learning Communities.
Is it possible to change the current K-12 bureacracy from within? Ripon Superintendent Richard Zimman spoke about the “adult employment” focus of the K-12 world:

“Beware of legacy practices (most of what we do every day is the maintenance of the status quo), @12:40 minutes into the talk – the very public institutions intended for student learning has become focused instead on adult employment. I say that as an employee. Adult practices and attitudes have become embedded in organizational culture governed by strict regulations and union contracts that dictate most of what occurs inside schools today. Any impetus to change direction or structure is met with swift and stiff resistance. It’s as if we are stuck in a time warp keeping a 19th century school model on life support in an attempt to meet 21st century demands.” Zimman went on to discuss the Wisconsin DPI’s vigorous enforcement of teacher licensing practices and provided some unfortunate math & science teacher examples (including the “impossibility” of meeting the demand for such teachers (about 14 minutes)). He further cited exploding teacher salary, benefit and retiree costs eating instructional dollars (“Similar to GM”; “worry” about the children given this situation).

I suspect that Duncan and many others are trying to significantly change the adult to student process, rather than simply pumping more money into the current K-12 monopoly structures.
They are to be commended for this.
Will there be waste, fraud and abuse? Certainly. Will there be waste fraud and abuse if the funds are spent on traditional K-12 District organizations? Of course. John Stossel notes that when one puts together the numbers, Washington, DC’s schools spend $26,000 per student, while they provide $7,500 to the voucher schools…..
We’re better off with diffused governance across the board. Milwaukee despite its many travails, is developing a rich K-12 environment.
The Verona school board narrowly approved a new Mandarin immersion charter school on a 4-3 vote recently These citizen initiatives offer some hope for new opportunities for our children. I hope we see more of this.
Finally, all of this presents an interesting contrast to what appears to be the Madison School District Administration’s ongoing “same service” governance approach.

Budget/Financing, Community Partners, Curriculum, Curriculum - Math, Elections, Events, Governance/Board Decision Making, Legal Rights, School Climate, Staff Support, Student Support, Teacher Support, What Can I Do?

Skydiving without Parachutes: Seattle Court Decision Against Discovery Math Implementation

Barry Garelick:

“What’s a court doing making a decision on math textbooks and curriculum?” This question and its associated harrumphs on various education blogs and online newspapers came in reaction to the February 4, 2010 ruling from the Superior court of King County that the Seattle school board’s adoption of a discovery type math curriculum for high school was “arbitrary and capricious”.
In fact, the court did not rule on the textbook or curriculum. Rather, it ruled on the school board’s process of decision making–more accurately, the lack thereof. The court ordered the school board to revisit the decision. Judge Julie Spector found that the school board ignored key evidence–like the declaration from the state’s Board of Education that the discovery math series under consideration was “mathematically unsound”, the state Office of the Superintendent of Public Instruction not recommending the curriculum and last but not least, information given to the board by citizens in public testimony.
The decision is an important one because it highlights what parents have known for a long time: School boards generally do what they want to do, evidence be damned. Discovery type math programs are adopted despite parent protests, despite evidence of experts and–judging by the case in Seattle–despite findings from the State Board of Education and the Superintendent of Public Instruction.

History - Madison Schools

Madison schools want input for new branding Campaign

5 Comments

Gayle Worland:

If Madison Avenue met Madison public schools, imagine the possibilities:
Billboards touting the joys of high school algebra?
TV spots selling fifth-grade science?
Facebook updates on student test scores?
It’s not quite a case of “Extreme Makeover,” but the Madison School District needs to put some polish on its image, officials say. The word is out to marketing firms that the district would like some help, and officials are asking the public – particularly parents of school-aged children – to join them at Marquette-O’Keeffe Schools on Monday night to brainstorm on “positive branding” techniques.
The desire to spiff up the public perception of Madison schools came out of months of discussions last year as a community team formed a five-year strategic plan for the district, said Superintendent Dan Nerad.

Ideally, everything an organization does improves its brand. Today’s wonderful solo ensemble is a great example of a subtle, positive student, parent and faculty event.
I’d rather see the Administration and Board focus on substantive improvements than simple “messages”. Doc Searls is right on: “there is no demand for messages“. Verona’s recent approval of a Mandarin immersion charter school resonates far more with parents than spending precious dollars on messages.
Send your thoughts to the Madison School Board: board@madison.k12.wi.us

Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, School Climate, Staff Support, Student Support, Teacher Support, What Can I Do?

Rhode Island Education Chief Gist Chat Transcript on Teacher Quality, Parenting, Firing all Central Falls High School Teachers

3 Comments

Deborah Gist & Pamela Reinsel Cotter:

Deborah Gist: Chasm: Seniority is no longer a way in which teachers will be selected and assigned in our state. I sent a letter to all superintendents last fall to remind them that the Basic Education Program Regulation in going in effect this summer, and seniority policies would be inconsistent with that regulation. Unfortunately, state statute requires that layoffs be done on a “first in, first out” policy. Legislation would be required to change that, and I would wholeheartedly support it if it were introduced. I will do whatever is necessary to ensure that the very highest quality teacher is in every classroom in our state.
Deborah Gist: I can’t imagine how any district or school leader could interpret my words or actions to be anything other than ensuring the top quality, so “change for change’s sake” would be contradictory to that.
Bob: Please run for governor. I love your go getter attitude!
Deborah Gist: I appreciate your support very much. Make sure to keep watching and hold me accountable for results!
Parent: As a parent of 2 children, I know how crucial parent involvement is. Has anyone looked at educating the parents of the kids of these failing schools? You can replace the teachers….and you can give new teachers incentives to change things around. But this is a band aid. Teachers are blamed for too many problems. They can’t be expected to solve the problems of society. Teachers have many many challenges these days- more so than 25 years ago. Kis and parents need to take responsibility for on education. Just look at math grades around the state. Kids don’t know how to deal with fractions because they don’t know how to tell time on an analgoue clock. But the teachers are blamed. Let’s take a look at the real problems. Educate the kids – the parents- look around the country at other programs. Please don’t make this mistake.
Deborah Gist: Parent involvement is important, and supportive, engaged parents are important partners in a child’s education. Fortunately, we know that great teaching can overcome those instances when children have parents who are unable to provide that level of support. I don’t blame teachers, but I do hold them accountable for results. I also hold myself and everyone on my team accountable.
Matt: Will you apologize for repeatedly saying that “we recruit the majority of our teachers from the bottom third of high school students going to college”? The studies that you cite do not back this up.
Deborah Gist: Matt: As a traditionally trained teacher, I know this is difficult to hear. I don’t like it either. Unfortunately, it is true. While there are many extraordinarily intelligent educators throughout Rhode Island and our country, the US–unlike other high performing countries–recruits our teachers from the lowest performers in our secondary schools based on SAT scores and other performance data.
Deborah Gist: If you have a source that shows otherwise, I’d love to see that. I’m always open to learning new resources. So, I’d be happy for you to share that.

Clusty Search: Deborah Gist. Deborah Gist’s website and Twitter account.
A must read.

Budget/Financing, Curriculum, Elections, Events, Governance/Board Decision Making, History - Madison Schools, School Climate, Staff Support, Student Support, Teacher Support

Retired Army officer’s new mission: D.C. public schools

Bill Turque:

Anthony J. Tata was an Army brigadier general in northeast Afghanistan’s Kunar Province in April 2006 when a Taliban rocket slammed into a primary school in Asadabad, killing seven children and wounding 34.
The vicious attack and others like it by the Taliban left him with a thought: “It struck me at the time that if the enemy of my enemy is education, then perhaps that’s a second act for me.”
Three years later, Tata began his second act by accepting Chancellor Michelle A. Rhee’s offer to become chief operating officer for D.C. public schools, a newly created post that places him in charge of purchasing, food service, technology and other support areas.
After a 28-year career that took him to Kosovo, Macedonia, Panama, the Philippines and the international agency charged with thwarting improvised explosive devices, Tata’s mission is to help bring the District’s notorious school bureaucracy to heel.

Brent Elementary principal Cheryl Wilhoyte was mentioned in this article. Wilhoyte is a former Superintendent of the Madison School District.

Board Meeting Archives, Budget/Financing, Community Partners, Curriculum, Elections, Events, Governance/Board Decision Making, History - Madison Schools, School Climate, Staff Support, Student Support, Teacher Support, What Can I Do?

Madison School District appears to be softening stance toward charter schools

Susan Troller, via a Chris Murphy email:

When teachers Bryan Grau and Debora Gil R. Casado pitched an idea in 2002 to start a charter school in Madison that would teach classes in both English and Spanish, they ran into resistance from school administrators and their own union. Grau and his cohorts were asked to come up with a detailed budget for their proposal, but he says they got little help with that complex task. He recalls one meeting in particular with Roger Price, the district’s director of financial services.
“We asked for general help. He said he would provide answers to our specific questions. We asked where to begin and again he said he would answer our specific questions. That’s the way it went.”
Ruth Robarts, who was on the Madison School Board at the time, confirms that there was strong resistance from officials under the former administration to the creation of Nuestro Mundo, which finally got the green light and is now a successful program that is being replicated in schools around the district.
“First they would explain how the existing programs offered through the district were already doing a better job than this proposal, and then they would show how the proposal could never work,” says Robarts. “There seemed to be a defensiveness towards these innovative ideas, as if they meant the district programs were somehow lacking.”
The Madison School District “has historically been one of the most hostile environments in the state for charter schools, especially under Superintendent Rainwater,” adds John Gee, executive director of the Wisconsin Association of Charter Schools.

Related: the now dead proposed Madison Studio Charter and Badger Rock Middle School.
Madison continues to lag other Districts in terms of innovative opportunities, such as Verona’s new Chinese Mandarin immersion charter school.

Budget/Financing, Elections, Events, Governance/Board Decision Making, School Climate

A Letter from Polly Williams to Tony Evers on the Milwaukee Public Schools

Wisconsin Representative Annette Polly Williams:

February 5, 2010
State Superintendent Tony Evers
Department of Public Instruction
125 S. Webster Street
PO Box 7841
Madison, WI 53707-7841
Dear Superintendent Evers:
I am contacting you regarding your Notice of Decision dated February 4, 2010 issued to the Milwaukee Public Schools (MPS) which would potentially eliminate the $175 million in federal funds received for services to low-income children through the Title I program. In your press statement, you indicated that you had a legal responsibility to the children of Milwaukee and that you were using the only tool allowed under state law to ensure these federal funds are used effectively to improve MPS. Not only I am deeply perplexed by the timing of this notice, but I’m equally concemed over the use of your authority to withhold federal dollars to “speed up change” in MPS. I find your efforts to be disingenuous.

Clusty Search: Polly Williams, Tony Evers. Via the Milwaukee Drum.

Board Meeting Archives, Budget/Financing, Community Partners, Elections, Events, Governance/Board Decision Making, History - Madison Schools, School Climate, Staff Support, Student Support, Teacher Support

Districts turn to arbitration to settle teacher contracts

Amy Hetzner:

In an action that’s likely to be repeated across the state, the West Bend School District is preparing to take contract negotiations with its teachers to arbitration, potentially among the first districts to do so since the Legislature removed teacher salary controls that held sway in Wisconsin for 16 years.
District negotiators and representatives for the West Bend Education Association have their first mediation session scheduled for next week, the first step they need to take before they can proceed to binding arbitration.
Administrators say they would prefer being able to resolve their issues with the teachers union by settling a contract through the mediation process. But they also say they are willing to go to arbitration if needed.
“We’re not afraid of it,” said Bill Bracken, labor relations coordinator for Davis & Kuelthau, which is representing the school district.
Other districts apparently aren’t afraid either. At least a couple of school districts outside southeastern Wisconsin are getting ready to certify their final offers after already going through the mediation process, indicating binding arbitration is probable, said Scott Mikesh, a staff attorney with the Wisconsin Association of School Boards.
On Friday, the Elmbrook School District and its teachers union announced they were filing for mediation help in their contract negotiations, although Assistant Superintendent Christine Hedstrom said the two sides were not filing for help with the state and won’t automatically go to arbitration if they reach deadlock.

Related: Madison School District & Madison Teachers Union Reach Tentative Agreement: 3.93% Increase Year 1, 3.99% Year 2; Base Rate $33,242 Year 1, $33,575 Year 2: Requires 50% MTI 4K Members and will “Review the content and frequency of report cards”.
It would be interesting to compare contracts among similarly sized Districts.

Budget/Financing, Curriculum, Elections, Governance/Board Decision Making, History - Madison Schools, School Climate

Wisconsin’s Race to the Top Application

via a kind reader’s email: 14MB PDF:

January 15, 2010 Dear Secretary Duncan:
On behalf of Wisconsin’s school children, we are pleased to present to you our application for the US Department of Education’s Race to the Top program. We were honored when President Obama traveled to Wisconsin to announce his vision for this vital program and we are ready to accept the President’s challenge to make education America’s mission.
We are proud of the steps we are taking to align our assessments with high standards, foster effective teachers and leaders, raise student achievement and transform our lowest performing schools. Over the last several months Wisconsin has pushed an educational reform agenda that has brought together over 430 Wisconsin school districts and charter schools together around these central themes.
Race to the Top funding will be instrumental in supporting and accelerating Wisconsin’s education agenda. While Wisconsin has great students, parents, teachers and leaders we recognize that more must be done to ensure that our students are prepared to compete in a global economy. The strong application presented to you today does just that.
Wisconsin’s application contains aggressive goals supported by a comprehensive plan. These goals are targeted at not only high performing schools and students but also address our lowest performers. For example, over the next four years Wisconsin, with your support, is on track to:

  • Ensure all of our children are proficient in math and reading.
  • Drastically reduce the number of high school dropouts.
  • Increase the high school graduation growth rate for Native American, African American and Hispanic students.
  • Significantly increase the annual growth in college entrance in 2010 and maintain that level of growth over the next four years.
  • Drastically cut our achievement gap.

These goals are supported by a comprehensive plan with a high degree of accountability. Our plan is focused on research proven advancements that tackle many of the challenges facing Wisconsin schools. Advancements such as the following:

  • Raising standards — joined consortium with 48 other states to develop and adopt internationally benchmarked standards.
  • More useful assessments — changes to our testing process to provide more meaningful information to teachers and parents.
  • Expanded data systems — including the ability to tie students to teachers so that we can ultimately learn what works and what doesn’t in education.
  • More support for teachers — both for new teachers through mentoring and for other teachers through coaching.
  • Increased capacity at the state and regional level to assist with instructional improvement efforts including providing training for coaches and mentors.
  • An emphasis on providing additional supports, particularly in early childhood and middle school to high school transition, to ensure that Wisconsin narrows its achievement gap and raises overall achievement.
  • Turning around our lowest performing schools — enhancing the capacity for Milwaukee Public Schools and the state to support that effort; contracting out to external organizations with research-proven track records where appropriate.
  • Providing wraparound services, complimenting school efforts in specific neighborhoods in Milwaukee to get low income children the supports necessary to succeed within and outside the school yard.
  • Investing in STEM — Building off our currently successful Science, Mathematics, Engineering and Technology efforts to ensure that more students have access to high-quality STEM courses and training.

The agenda that you have before you is one that builds on our great successes yet recognizes that we can and must do more to ensure our children are prepared for success. We appreciate your consideration of Wisconsin’s strong commitment to this mission. We look forward to joining President Obama and you in America’s Race to the Top.

Sincerely, Jim Doyle
Governor
Tony Evers
State Superintendent

Budget/Financing, Community Partners, Curriculum, Governance/Board Decision Making, School Climate, Student Support

Green Bay Schools Advertise to Stem Losses

Matt Smith:

The Green Bay Area Public School District is losing students to open enrollment by a three-to-one ratio. Now, during a pivotal few weeks, it’s launching a major multi-media campaign.
Statewide, applications for open enrollment begin Monday and run through the first part of February.
For school districts everywhere, it’s a critical time to keep — and gain — students.
The Green Bay district is wasting no time in getting its message out. From the classroom to your TV screen, it’s an all-out multi-media blitz to highlight the district during a very vulnerable few weeks.
Beginning Monday, a TV ad hits the airwaves advertising what the Green Bay school district says it can offer current and potential students.

Current Madison Superintendent Dan Nerad formerly served in the same position in Green Bay. Much more on open enrollment here.

Board Meeting Archives, Budget/Financing, College Preparation, Community Partners, Curriculum, Curriculum - Fine Arts, Curriculum - Languages, Curriculum - Math, Elections, Events, Governance/Board Decision Making, History - Madison Schools, School Climate, Staff Support, Student Support, Teacher Support

A Few Comments on Monday’s State of the Madison School District Presentation

Madison School District Superintendent Dan Nerad will present the “State of the Madison School District 2010” tomorrow night @ 5:30p.m. CST.
The timing and content are interesting, from my perspective because:

  • The nearby Verona School District just approved a Mandarin immersion charter school on a 4-3 vote. (Watch the discussion here). Madison lags in such expanded “adult to student” learning opportunities. Madison seems to be expanding “adult to adult” spending on “coaches” and “professional development”. I’d rather see an emphasis on hiring great teachers and eliminating the administrative overhead associated with growing “adult to adult” expenditures.
  • I read with interest Alec Russell’s recent lunch with FW de Klerk. de Klerk opened the door to South Africa’s governance revolution by freeing Nelson Mandela in 1990:

    History is moving rather fast in South Africa. In June the country hosts football’s World Cup, as if in ultimate endorsement of its post-apartheid progress. Yet on February 2 1990, when the recently inaugurated state President de Klerk stood up to deliver the annual opening address to the white-dominated parliament, such a prospect was unthinkable. The townships were in ferment; many apartheid laws were still on the books; and expectations of the balding, supposedly cautious Afrikaner were low.
    How wrong conventional wisdom was. De Klerk’s address drew a line under 350 years of white rule in Africa, a narrative that began in the 17th century with the arrival of the first settlers in the Cape. Yet only a handful of senior party members knew of his intentions.

    I sense that the Madison School Board and the Community are ready for new, substantive adult to student initiatives, while eliminating those that simply consume cash in the District’s $418,415,780 2009-2010 budget ($17,222 per student).

  • The “State of the District” document [566K PDF] includes only the “instructional” portion of the District’s budget. There are no references to the $418,415,780 total budget number provided in the October 26, 2009 “Budget Amendment and Tax Levy Adoption document [1.1MB PDF]. Given the organization’s mission and the fact that it is a taxpayer supported and governed entity, the document should include a simple “citizen’s budget” financial summary. The budget numbers remind me of current Madison School Board member Ed Hughes’ very useful 2005 quote:

    This points up one of the frustrating aspects of trying to follow school issues in Madison: the recurring feeling that a quoted speaker – and it can be someone from the administration, or MTI, or the occasional school board member – believes that the audience for an assertion is composed entirely of idiots.

    In my view, while some things within our local public schools have become a bit more transparent (open enrollment, fine arts, math, TAG), others, unfortunately, like the budget, have become much less. This is not good.

  • A new financial reality. I don’t see significant new funds for K-12 given the exploding federal deficit, state spending and debt issues and Madison’s property tax climate. Ideally, the District will operate like many organizations, families and individuals and try to most effectively use the resources it has. The recent Reading Recovery report is informative.

I think Dan Nerad sits on a wonderful opportunity. The community is incredibly supportive of our schools, spending far more per student than most school Districts (quite a bit more than his former Green Bay home) and providing a large base of volunteers. Madison enjoys access to an academic powerhouse: the University of Wisconsin and proximity to MATC and Edgewood College. Yet, District has long been quite insular (see Janet Mertz’s never ending efforts to address this issue), taking a “we know best approach” to many topics via close ties to the UW-Madison School of Education and its own curriculum creation business, the Department of Teaching and Learning.
In summary, I’m hoping for a “de Klerk” moment Monday evening. What are the odds?