KIPP DC PCS’s 2018 KIPProm

There is so much beauty in this world and if you look for it you will find it all around you.  A shining example was last Friday night as my wife Michele and I attended the fifth annual KIPP DC PCS 2018 KIPProm.   We headed over to Dock 5 at Union Market from which, appropriately, out the windows you can see KIPP DC College Prep High School.

We entered the event space to find KIPP teachers and supporters attired for an elegant night on the town.  For men, black tie was the wardrobe of choice.  There were open bars all around surrounded by waiters and waitresses passing appetizers appropriate for a party at a Ritz Carlton Hotel.   Silent auction items for which guests could bid were lined up along the perimeter of the hall.  At the conclusion of a fast-paced hour, it was time to transfer to the adjacent room for dinner and the formal program.

The KIPProm fundraiser supports the school’s College to Career Program.  The night’s program explained why this effort is important:

“Every child deserves an excellent education and the opportunity to graduate from college and enter a rewarding career.  Unfortunately, many children in the District of Columbia face a different reality and have limited access to quality educational options.  KIPP Through College & Career is part of KIPP DC’s promise to students and families that we will foster the knowledge, skills, and mindsets needed to become thoughtful, intentional citizens in the competitive world.  Our alumni have amazing potential and KIPP Through College & Career helps them navigate the world beyond KIPP DC and fully realize this potential.”

The Master of Ceremonies for the evening was Trauvello Stevenson, an emerging comedian who is also an alumna of KIPP DC Key Academy and is a teacher at KIPP DC Quest Academy,  She directed us to a lesson plan covering the five keys to college persistence that include having a passion, purpose and plan; focusing on academics; actively networking and navigating; being financially fit; and knowing who you are.

The next portion of the agenda was fascinating.  Situated around the room at various dinner tables were four former KIPP students who took turns standing at their seats to explain their backgrounds and experiences in college.  Each of the five-to-ten minute perfectly articulate speeches brought tears to my eyes as these young adults passionately described the severe struggles they have faced in their lives and the adversity they have successfully overcome.  We heard from Aaron Ford, 2017 graduate of Towson University; August Colbert, 2018 graduate of Bowie State University; Lawrence Davin, 2018 graduate of Radford University; and Toria Walker, 2015 graduate of Mount Holyoke College.

All of the remarks were amazing, but it was Ms. Walker whose words sent chills through my spine.  She recalled growing up in Southeast D.C. where the quality of life experienced during her childhood was about as opposite as you can get from 99 percent of us reading this article.  Of course, the notion of going to college when she was little was the equivalent of being transported to another planet.  Her heroic efforts, together with KIPP DC, turned all of this completely around.

The current mantra of educators is that they are meeting students where they are.  But in the case of Ms. Walker, this is literally what happened.  She described her college adviser traveling across mountains to check up on her at Mount Holyoke.  We learned that efforts like this are the norm, not the exception, when it comes to the higher education school supports provided by KIPP.  College to Career has already raised $3.9 million in scholarships and grants for its 2018 graduating class.

Her story dovetailed perfectly with the conversation we had during the reception with our friend KIPP DC president and chief operating officer Allison Fansler.  She explained that at the charter, 50 percent of their students are completing college once admitted.  She is exceedingly proud of this statistic because across the country students with a background like Ms. Walker’s only earn a college degree 9 percent of the time.  Still, KIPP DC, which now educates over 6,100 students on 16 campuses in six geographic regions of the city, is trying to figure out how raise this number even higher.  It is a goal that I have no doubt this charter network will achieve.

It was now time for dancing.  The event raised over $250,000.






Mayor Bowser wastes State of the District Address when it comes to public education

The Mayor was supposed to give last evening’s speech at the Duke Ellington School of the Arts.  It would have been the perfect symbol for how education reform on the traditional school side has fallen apart.  The building was recently renovated at a cost of $170 million which was $1 million more than its projected budget.  But a trio of calamities, including the finding that more than fifty percent of the students who attend Ellington do so without living in the District while falsifying their permanent addresses so they don’t have to pay tuition; drove the hasty decision to relocate the event to the University of the District of Columbia where it was staged last year.  The Administration put forth the excuse that there was better access to parking, the subway, and buses at this location.

If you are dying to know what Ms. Bowser said about the pressing topics of the forced resignation of her Deputy Mayor for Education and the Chancellor over the school placement of Mr. Wilson’s child outside of the lottery, the grossly inflated graduation rates of high school students, and residency fraud, I will provide a service by saving you the time of having to read her entire remarks before getting to the end where these subjects were discussed.  Here we go:

“In recent months, there have been bumps in the roads – frankly, there have been some mountains. But now the band aid has been ripped off, and we understand better than ever the challenges we face. . . I recognize that there is trust that needs to be rebuilt between our school system and parents, and systems of accountability and oversight that need to be reinforced and reviewed.  Under the leadership of interim Chancellor Amanda Alexander, we will finish this school year strong and be ready to start the next one.”

That is it.  Nothing about the search for a new Chancellor or who will be the next Deputy Mayor for Education, and not a word about steps that will be taken to correct the abject failures of “accountability and oversight.”  But more significantly, not one mention about charter schools that now educate over 43,000 children in the city, a number representing 47 percent of those in our public schools.

The 2018 FOCUS Gala is next week.  What a perfect opportunity this would have been to announce that she was turning over twelve former DCPS facilities for use by charters.  She could have added that she will make room for pupils from this sector in over a dozen other traditional schools that are severely under-enrolled.  The Mayor might have offered that she is the Chief Executive of Equality, and therefore will immediately seek to end the funding inequity lawsuit against the city by providing revenue in the same proportions to charters and the regular schools as the law demands through the Uniform Per Student Funding Formula.  Finally, she could have acknowledged the nationally recognized progress that charters in this town have made by stating that she will seek to emulate management of her schools by studying the work of these institutions and the DC PCSB.

I am so sorry.  It is extremely early in the morning, and I must still be dreaming.

Union disaster at Chavez Prep PCS

Last December, when we checked in with Chavez Prep PCS, teachers were marching on the street during their lunch period instead of working on lesson plans or providing additional help to scholars to demonstrate their contention that the school was making decisions without negotiating with them first.   Now word has seeped out from the charter that the American Federation of Teachers is ecstatic that the National Labor Relations Board has decided to hear two complaints from its members at the school.  When I wrote previously that bringing in a union to a charter school was a terrible idea because it places a third party between the staff and management, this was exactly the situation I was warning about.

Below is a statement from Emily Silberstein, CEO of Chavez Schools:

In response to complaints filed by the American Federation of Teachers, the National Labor Relations Board’s regional office that covers the District of Columbia has issued two complaints against Chavez Prep Middle School, where contract negotiations have been underway since Prep faculty voted in 2017 to unionize.

We are disappointed that the AFT is diverting attention and resources toward complaints over minor points that have no meaningful impact on our faculty and staff or on our scholars. The National Labor Relations Board has not validated the union’s complaints. A hearing has been scheduled for July.

The AFT’s complaint about last year’s updates to the Chavez Schools employee handbook relates to immaterial clarifications, updates to existing provisions and standard policies for any workplace. Changes to the handbook were in motion long before Chavez Prep’s staff voted to unionize in June 2017. These updates include an expanded definition of harassment to better protect staff, accommodations for nursing mothers, and permission to wear jeans at work. Literally making a federal case out of routine and positive handbook updates is unproductive and contrary to the spirit of collegial negotiations.

The union’s second complaint is about adjustments made to some Prep teachers’ schedules when lower-than-expected enrollment prevented us from filling two vacant positions. These mid-year modifications did not result in any staff member having to work more hours or give up personal time during the school day. Standard planning time was preserved. We chose this solution because it was the least disruptive option for Prep staff and scholars, and the union presented no viable alternatives during bargaining sessions on the topic.

Since last summer, a team of Chavez Schools administrators and representatives has met regularly with the union’s representatives to negotiate an employment contract for Chavez Prep. Labor and management have come to tentative agreements on nine issue areas, including a policy of non-discrimination and the formation of an employee committee to advise on school discipline policies and campus culture.

We have a dedicated team of teachers and staff at Chavez Prep, and we try to recognize their work with a competitive package of compensation and benefits. The average teacher salary at Chavez Prep is $65,000, on par with DC’s other charter schools. Employees receive generous and flexible paid leave, above-average retirement benefits compared to most workplaces, and their health insurance costs employees as little as $10 per paycheck.

Complaining to the NLRB during first-time bargaining is a common tactic in the AFT’s playbook as the union seeks to expand its membership in charter schools. Resolving complaints expends resources for both union members and management, diverting funds from students’ needs. While Chavez prepares for an NLRB hearing before an administrative law judge, our leadership team will continue to bargain on issues that the union has raised. Preserving the flexibility we have as a public charter school to meet the needs of our scholars and their families is our first priority.

Cesar Chavez PCS has a lot going on right now regarding concerns over its academic program as expressed by the DC Public Charter School Board at the institution’s 20-year review.  Fighting with a union over nonsense is the last thing it needs right now.  Please allow me to offer a suggestion.  I think that the criteria for the board closing a school should be expanded from taking this action for poor academic results, financial irregularities, and a material violation of the law or its charter, to include having union representation.



Exclusive interview with Julie Meyer, former executive director The Next Step Public Charter School

I had the great honor of sitting down for an interview recently with Julie Meyer, the recently departed executive director of The Next Step PCS.  I asked her about how she came to the school.  “My family moved to D.C. in 1988,” Ms. Meyer explained.  “I was appalled at  the state of public schools and felt that, with home rule, city officials should be focusing on quality education for all youth.  I myself am a red diaper baby, meaning that my parents were members of the Communist Party.  My mother was a teacher in Los Angeles and worked on issues such as racism in the public school system.  She was actually called before the Hollywood version of the House Un-American Activities Committee.  In college and after graduation, I became an activist involved with the Central America solidarity movement, which was organized around opposition to American military involvement in the region. I also worked for The Central American Refugee/Resource Center, which provides support for immigrants fleeing hostile conditions in that part of the world, and later helped found and direct the Lambi Fund of Haiti.

In 2005, Ms. Meyer met Linda Ohmans, the founding principal of The Next Step.  “The Next Step PCS is the oldest charter school in the city,” Ms. Meyer detailed.  “It was chartered in 1996 by the D.C. Board of Education and opened in the fall of 1998 when our founding organization, the Latin American Youth Center, opened their main site on Columbia Road.  Linda sought a part-time executive director.  She was aware I spoke Spanish and that I knew the Latino community and nonprofit management, but I didn’t have a Masters’ Degree in Education.  She needed someone to interact with the Board of Education and to assist with securing a permanent facility.  We had about 70 students at the time and had severe space constraints. We decided to add an evening program because of demand and economies of scale.  In a matter of about two years my position transitioned to full-time.”

Before I go any further, I just want to include some background information about the The Next Step PCS.  The mission of The Next Step PCS is to “provide students who face extraordinary challenges and who are not supported in traditional high schools with the opportunity to continue their education.”  The school’s website details its main features as follows:

  • TNSPCS offers a bilingual (English/Spanish) ABE (adult basic education), GED, and ESL program open to all youth between the ages 16-24.
  • Class sizes are small and the student support and engagement staff includes social workers, case managers, attendance and transportation coordinators, and college and career counselors.
  • Three free, healthy meals per day are available to students and free childcare is offered both day and evening.
  • The program is offered year-round, with a minimum of 195 instructional days and has developed a curriculum aligned with the national common core standards and the GED examination.
  • TNSPCS uses differentiated instruction, instructional technology, restorative practices and tutors to accommodate a diverse student body. Students receive guidance in order to continue their education beyond the GED at community college, vocational education programs and/or further English proficiency courses.

The Next Step is a Tier 1 charter as ranked on the DC Public Charter School Board’s 2017 Performance Management Framework, the first time that it has reached this mark in the three years that this tool has been used to benchmark schools.  Here’s what the board had to say about The Next Step reaching this milestone, “The Next Step PCS educates students ages 16-24, with the average student being 21.6 years of age. Over the years, this Tier 1 school has managed to create a school environment that has led to achieving an 88% student enrollment rate throughout the 2016-17 school year. This is the highest retention rate among all the adult education public charter schools.”  The charter now teaches approximately 400 students, with 92.1 percent of its enrollment classified as being composed of Hispanic/Latino and 6.4 percent being black.  Eighty-nine percent of the student body are English Language Learners and 4.5 percent are special education students.

The Next Step was originally located in the same building as the LAYC, and opened with 25 students.  Ms. Meyer related to me that the school quickly ran out of room.  “There was a lot of demand for an evening program and we believed that we could use these classes to help pay for additional square feet,” Ms. Meyer recalled.  “Like a lot of charter schools, two different negotiations for a permanent facility fell through.  The third one was the charm, which we accomplished through the assistance of Ten Square Consulting.”

The charter’s home on 15th Street, N.W. was owned by Capital City PCS, but that school outgrew this location.  In December 2011, Next Step purchased the building and moved in the following summer.  The structure originally served as the headquarters for the Central Presbyterian Church.  Woodrow Wilson became a member of the congregation shortly after becoming President in 1913.  Sometime after 1958 the church vacated the property.  It had been utilized by community groups until Capital City purchased it and renovated the dilapidated space.

Ms. Meyer characterizes The Next Step as “not fitting neatly into any boxes.” She mentioned that the school teaches many of the most at-risk students in the city.  It provides courses in ESL and prepares pupils to take the GED.  The population is composed of  a majority of Spanish-speaking immigrants.  There are 10 native languages represented at the school.

The charter, according to Ms. Meyer, completed a two-year process last summer to develop its strategic priorities.  She summarized them as “keeping the students coming and keeping them enrolled.”  These goals can be a challenge, Ms. Meyer added, because many of the students have jobs and kids of their own.  Priorities include continuing to create more flexible schedules to accommodate student needs, growing the Career and Life Skills department, and, with the assistance of a $500,000 grant from CityBridge Education, implementing Individual Life Plans to encourage greater agency and goal-setting and monitoring by students themselves.

I then wanted to know from Ms. Meyer why she thought the school was able to reach the Adult Education PMF Tier 1 level.  “The school makes every effort to provide supports needed to maintain students in class and approaches young people with respect and kindness, building strong relationships between students and staff,” Ms. Meyer remarked.  She pointed to the fact that Next Step had 57 of its students obtain their GED last year. This statistic represents around an 80 percent pass rate for those academically prepared to take the test.  Students must be reading at at least the 11th grade level to pass the GED, but at The Next Step most students enter on average at a fourth-to-fifth grade level in their native languages.

Ms. Meyer was excited about the efforts the school has made in tracking the progress of its students.  “We remain in contact with alumni as much as possible and continue to support them as they develop their education and careers,” the former executive director beamed.  “We push hard to have them go to college. They often go to the University of the District of Columbia or Trinity Washington University when the idea of obtaining a higher degree never entered their minds. Some students attend culinary school or other vocational training programs. We assist them with applications, financial aid, and more.”

Another goal of the charter which Ms. Meyer is especially excited about is the expansion of career and life skills training provided to the student body,  including, among many avenues: financial literacy, legal workshops, career exploration opportunities, and computer literacy.  “Unfortunately, people take advantage of immigrants, and the poor,” Ms. Meyer exclaimed.  “Our students also receive legal training. They often don’t realize they have rights. We link them with mental health services and organizations that provide legal assistance and provide transportation assistance. Housing remains a major problem for low-income youth in our city.”

Ms. Meyer then summarized the achievements of Next Step PCS.  “We meet the students where they are,” she intoned.  “We have been able to grow the school in size, comprehensiveness, and flexibility.  Every staff member becomes a mentor for these students.  It is a relationship-based school.  All who come in contact with us mention the positive atmosphere. We have students articulate their short and long-term professional, personal, and academic goals.”

In conclusion I wanted to know about Ms. Meyer’s current plans.  Although she said that she has nothing presently lined up, she did want to talk about the transition. “I believe leadership changes are good,” Ms. Meyer stated.  “I feel that transitions become more difficult when the organization becomes linked with one individual and style. The Next Step is fortunate to have an excellent, experienced senior management team and a new executive director who will help take the school to the next level.  We are currently a great school that in three to five years I believe can be a national model for educating older, opportunity youth.  This is really not an easy space within which to operate.  I’m extremely hopeful for the future of Next Step PCS.”

In an emergency meeting, D.C. charter board votes to close Washington Math Science and Technology PCS

This has been perhaps the most bizarre series of events that I’ve witnessed by the DC Public Charter School Board since I first began observing its activities about 20 years ago. Sunday night, at about 10:30 p.m., I was tipped off that the board had scheduled an emergency meeting for Monday evening at 5:30 p.m to consider revoking the charter of Washington Math Science and Technology Public Charter High School.  The notice on the PCSB website provided no additional information.

Then yesterday afternoon documents were added to the on-line announcement supporting the contention that WMST did not have the financial capacity to continue operating.  Apparently, the PCSB has been receiving highly problematic income statements from the school, which led it to hire a forensic accounting firm to study the issue.  The review, as stated by the PCSB, found:

  • The school is unlikely to have sufficient cash to meet its March 23 payroll, unless it delays paying many bills due now, such as utilities.
  • Even with delaying payables, the school will not have sufficient cash to meet its April 6 payroll.
  • The school is forecast to require $833,991 of additional cash between now
    and the end of its fiscal year on June 30, 2018 to cover all expenses,
    including payroll, operating costs, mortgage payments, and required debt
    repayment. This number grows to over $1,164,853 when adding the payroll
    due the current teaching staff in July and August for their work over the
    2017-18 school year.
  • The school has a $300,000 line of credit which is presently fully drawn down.
  • It currently has no other source of new cash or financing.
  • The school’s largest asset is its building. The school has a Letter of Intent
    from a buyer, indicating a possible, but not certain sale. However, the net
    proceeds from the sale, at the current proposed purchase price and after
    closing costs and repayment of the mortgage, is insufficient to cover the
    $833,991 projected deficit.

The reasoning behind calling the emergency meeting is based upon the common school lottery deadlines.  Assuming the board votes for closure last night, the charter has 15 days to ask for a public hearing.  Therefore, the latest this request can be made is March 27th. The PCSB revealed that this hearing will be scheduled before the My School DC announcement of results on March 30th. However, parents have only until March 15th to re-prioritize their school preferences. In addition, although the rankings are made known on March 30th, according to information provided by the PCSB, the lottery is run a week earlier. Following the timeline above, a final decision by the board would come after the lottery has concluded.

So a meeting was arranged for 5:30 p.m. at the PCSB headquarters and a conference line was provided for individuals to call in. There was no live video broadcast available. I am guessing this was because of the short meeting notice. I participated by telephone but it was virtually impossible to hear. Many of the board members who had joined by phone had the same trouble.  It is sometimes astonishing that this school sector spends over $800 million a year and this is how it conducts business.

Scott Pearson, the PCSB executive director, outlined the results of the investigation by the forensic accountant. The rebuttal came from attorney Stephen Marcus representing WMST.  What I could barely make out was that the school was prepared to continue operating primarily with revenue associated with the sale of its permanent facility.  The charter has a signed letter of intent from a buyer.  Mr. Marcus mentioned that the school’s teachers were even prepared to skip being paid on March 23rd if that would help the situation.  But notwithstanding the extremely short notice of this gathering, the charter board members had made up their minds, and the PCSB voted six to zero to begin the revocation proceedings.

Mr. Pearson did remark that WMST now has two weeks to shore up its cash position, and if there was sufficient evidence that this had indeed occurred the charter board could reverse its decision.  Alternately, he offered that if the school thought there was no hope in turning the finances around that it could relinquish its charter now so that parents could make other arrangement for their children’s education next term.  He added that if the PCSB’s final decision was closure, the charter board was prepared to provide a loan to allow it to continue going through June.

The money problems at the charter appear to be tied to decreasing enrollment, which has gone from a high of 333 students during the 2013-to-2014 school year to 228 pupils currently.  WMST also has consistently failed to meet its enrollment targets. The charter board, in its preparation for its 20 year review of the school that was to be presented at its monthly meeting next week, states that the decreasing size of the student body “has to do with many factors including an increasingly competitive high school environment, a sub-standard facility that the school is seeking to change, and disruptive nearby construction projects.”

The PCSB executive director hinted that the charter was going to have difficulty even reaching its current enrollment in the fall, based I believe on My Schools DC data.  Moreover, with the vote yesterday it appears that the school’s fate is sealed.  I don’t see why parents would not start trying to move their kids now.  But if the charter will continue to teach until the end of the year,  it seems that this presents more time for WMST to find additional revenue.  I have been in similar situations with each of the three charters I have volunteered with as a board member.  It is a harrowing and difficult place to be, but there is almost always something that can be done.


Time to alter Mayoral control of public schools in D.C.

Yesterday’s Washington Post included a long article by Emma Brown, Valerie Strauss, and Perry Stein regarding the recent controversies swirling around District of Columbia Public Schools.  It included this discussion regarding Mayoral control of DCPS:

“Critics of the District’s reform experiment argue that the scandals are a signal that mayoral control contributed to the problem because there is no independent check on the impulse to make the schools — and thus the elected boss — look good. They argue that it’s time for public debate on whether mayoral control should be scrapped or modified.

But advocates for the current system argue that mayoral control has allowed for agile decision-making and an unusual level of continuity of leadership in the school system.

Bowser said that the scandals have revealed weaknesses best fixed with tinkering — not a return to an elected school board like the one that oversaw city schools in their bad old days.

‘We have had two systems. This one works better,’ Bowser said in an interview. ‘Trust me.'”

I guess it was the final statement by Ms. Bowser that crystallized my thinking on this subject.  Yes, Mayoral control is superior to the school system answering to the whims of an elected school board.  However, in simplifying the reporting structure and creating the position of Chancellor that reports to the Mayor, we have not completely removed politics from the equation.  Since the city’s chief executive is chosen by the voters, then politics will always be part of the picture.  To believe otherwise is naive and unrealistic.

D.C. adopted Mayoral control after New York City took the same path.  But I would argue that the results there are also mixed.  There were tremendous improvements and tough decisions made under Michael Bloomberg.  However that progress has been slowed, and in some cases reversed, now that Bill de Blasio is in charge.  With this arrangement there is much too much power in the hands of one individual.

Therefore, we must divorce the long-term best interests of the traditional public schools from someone whose job is dependent on votes.  The one way to accomplish this goal is to look at the DC Public Charter School Board as an example.  Here is a body whose members are nominated by the Mayor, and confirmed by the D.C. Council, that has managed through the years to adhere to one goal in mind: to improve the quality of the schools it oversees.  Because its members are elected to a four-year term that can be renewed, its composition extends beyond the control of any one Mayor.  Since these volunteers are not elected, it frees them to do the right thing without having to worry about losing their jobs.  The Chancellor, who the Mayor would continue to select, would report to this new entity.  

We don’t have to throw out Mayoral control of the public schools to fix the current problem-filled situation.  We only need to remove politics from the task of teaching our children.




D.C. students are being held accountable; the adults not so much

The Washington Post’s Perry Stein reported on Tuesday about the students caught up in the inflated graduation rate mess that has engulfed DCPS:

“Taahir Kelly, a junior at Roosevelt in Northwest Washington, said he never knew accruing 30 unexcused absences in a course would automatically result in a failing grade. He has eight older brothers who graduated from the school, and they also did not realize that such a policy existed, he said.”

Tragically, there are going to be many Taahir Kellys this year.  Last week DCPS announced that the 2018 high school graduation rate is expected to be 42 percent.  Last year it was 73 percent.  That is a lot of students who, with three months remaining in the school year, are finding out that their future path is about to take a detour.  Again from the Post article:

“Kelly said he and his friends think the school’s attendance policy is reasonable. But they object to the sudden enforcement and believe the city should have waited until at least next year to adopt the tougher policy.”

The grownups in the traditional school system have let these young people down, pure and simple.  By setting low expectations and failing to hold these children accountable, they set them up for failure.  They have reignited the school-to-prison pipeline.

All I can really think about at this moment is Dr. Howard Fuller’s words at this year’s FOCUS Charter School Conference:

“On Feb. 1, 1960, 58 years ago today, four Black students from North Carolina A&T sat down at a lunch counter and demanded to be served. And by doing so they changed the course of history. And here we are in 2018: four Black students sit down at a lunch counter where they are welcomed and can’t read the menu.

Here is my question – quoting Beyonce from “Drunken Love” – How did this shhhhh happen?  It has happened because there is no real political commitment in this country to create excellence and equity for Black and brown children, particularly poor Black and brown children. And furthermore it has happened because we have allowed it to happen and continue to do so today. We talked about leaving no child behind a few years ago and now we are talking about diversity, equity, and inclusion. In a few years there will be some new buzz words. We have conferences, give out awards, and praise ourselves for being awesome but where is the anger. Where is the outrage that year after year we continue to allow them and us to fail far too many of our neediest students.”

Three people that I am aware of have lost their jobs after it was discovered that over 30 percent of kids received high school diplomas who should not have been allowed to graduate.  This includes Jane Spence, the DCPS chief of secondary schools, who has been placed on administrative leave; Ballou High School principal Yetunde Reeves, who has been reassigned; and assistant principal Shamele Straughter, also been placed on administrative leave.  But both the Chancellor Antwan Wilson and the Deputy Mayor for Education Jennie Niles were able to stay in their positions until the latest controversy erupted about the transfer of Mr. Wilson’s child from one school to another while avoiding the lottery.

Today, the Post’s Peter Jamison revealed that Mayor Muriel Bowser is refusing to testify under oath in front of the D.C. Council’s Education Committee about Mr. Wilson’s discretionary school placement of his daughter.  Ms. Bowser has asserted she learned of it on February 12th from the D.C. Inspector General.  Mr. Wilson now states that the Mayor was first told that his child was attending Woodrow Wilson High School last October. Councilmember Grosso, who, when he found out about the school transfer initially, said he was going to hold an emergency Education Committee meeting, now has stated, according to Mr. Jamison, that he “preferred a public hearing but might settle for some alternative.”

I’m completely out of patience and I feel that both Ms. Bowser and Mr. Grosso have to go.  If you want to know how I came to this conclusion, recall what Dr. Fuller remarked about charter schools at the 2017 FOCUS Charter School Conference:

“The strength of the charter school effort is not just our existence; it is understanding the purpose of our existence.  I support charter schools as long as they work for our children. If they don’t work, then they have no value. Work for me is more than test scores: It’s treating our kids with respect; It’s understanding all of the issues that impact them before they ever get to school; It’s confronting the issues of race and class in our facilities and in our behavior towards our children; In the rules and regulations that we set up in so many instances to control our children because we are unable to manage them. It’s recognizing that as Paul Tough said in his latest book, that poor children are capable of deep learning.”

These people have abandoned their responsibility to our children.



Tragedy at D.C.’s traditional schools; Mayor Bowser to blame

Yesterday, we received the answer to a question that has been floating above the news that DCPS Chancellor Antwan Wilson had circumvented a policy he himself had created and signed when he moved his daughter from Duke Ellington School of the Arts to Woodrow Wilson High School without going through the lottery.  After his action was exposed by the media it was Jennie Niles, the Deputy Mayor for Education and former founder and executive director of E.L. Haynes PCS, who was immediately forced to resign by Ms. Bowser.  The move appeared odd because Mr. Wilson was allowed to stay in his position.  “My decision was wrong and I take full responsibility for my mistake,” the Washington Post’s Perry Stein and Peter Jamison report him saying at the time.  The Mayor immediately reacted to his admission with the assertion, “I have confidence in his vision and leadership.”

Now we can comprehend, as revealed by the same two Post journalists, the reason the Mayor tried to protect Mr. Wilson.  It turns out that she was informed by Mr. Wilson what he had done four months before he was let go.

With the exception of Ms. Niles, we are not dealing with the most honorable people here. As soon as word got out about Mr. Wilson’s policy violation against discretionary school placements by public officials the former Chancellor blamed the Deputy Mayor and his own wife.  From the original Washington Post story about Jennie Niles vacating her job:

“A few weeks into the academic year, the family decided the arts magnet school was a poor match, and Wilson approached Niles. The administration official said Wilson, knowing strict rules govern school placement, had his wife speak and coordinate with Niles.  Wilson’s daughter was transferred to Wilson High, a high-performing neighborhood school in Northwest D.C. with a wait list.”  The wait list at Wilson is more than 600 students.

In the aftermath of Mr. Wilson receiving his $140,000 severance package, one half of his annual salary, he clearly feels free to set the record straight about his discussions with the Mayor.  In an interview with The Washington Post he claimed that he related to Ms. Bowser last September that he was working with Ms. Niles to have his child exit Duke Ellington.  He also stated that he told her the following month that she was now enrolled at Wilson.  According to the former  Chancellor, in the days before February 12th, when D.C. Inspector General Daniel Lucas informed the Mayor that he was investigating the student’s transfer, the Mayor would inquire of Mr. Wilson how his daughter was doing at her new school when they would run into each other at events.

Ms. Bowser denies all of it.  From the Post story on February 16th announcing that Ms. Niles had stepped down:  “Bowser said she was not aware the chancellor’s daughter had transferred to Wilson High. A spokeswoman for Bowser said the mayor’s chief of staff and top advisers were also unaware.”  Then again yesterday:  “In a brief interview Monday, the mayor again denied she knew about the school transfer. ‘I in no way approved of a transfer or knew about an illegal transfer,’ she said.”

The Washington Post quotes the Mayor as stating that “the decision by Wilson and Niles to move the girl to a new school in the way they had was ‘inexplicable’ and ‘indefensible.'”  Yes, that is true.  But what is equally inexplicable and indefensible is misleading the public about what you knew and when you knew it.  No wonder DCPS is handing out diplomas to kids who don’t deserve them and letting students into D.C. schools who don’t live in the District without having them pay tuition.  When dishonesty starts at the top, it tends to run downhill.

D.C. four year high school graduation rates clearly show the power of charter sector

With the trifecta of controversies recently experienced by D.C.’s traditional school system, it is easy to miss an obvious point about the condition of public education in the nation’s capital:  we desperately need more seats for children in our city’s strong performing charter schools.  My reasoning behind this conclusion is straightforward and compelling.

Last week it was announced that the new estimate for the DCPS 2018 four-year graduation rate will be around 42 percent.  Kate McGee of WAMU presents the background:

“DCPS says it’s releasing this data for the first time to increase transparency after an investigation found that one-third of last year’s graduates received diplomas even though they didn’t meet all the graduation requirements.

‘We are focused on making sure the students who graduate have earned their diploma and the students and communities feels that way as well,’ said Michelle Lerner [no relation], Deputy Chief of Communications for DCPS.”

The low statistic comes after the Office of the State Superintendent of Education just last November claimed that the four-year adjusted cohort high school graduation rate for DCPS was 73.2 percent.  This figure was only slightly lower than the charter school rate of 73.4 percent.  However, we know now that 34 percent of seniors attending the regular schools should not have been given diplomas.  If we subtract the 34 percent from the originally published OSSE rate we get a true percentage of 39.2, exceedingly close to the recent estimate of the size of the graduating class in 2018.

Moreover, as was documented by the OSSE study looking into this mess, the matriculation scandal did not occur at charters.  If this sector’s four-year graduation rate remains the same this year as in 2017, although we certainly hope it will improve, the astonishing reality is that there will be a 31.4 percent delta between the number of pupils that graduate in four years from a charter high school compared to the number that graduate in four years from a facility that is a part of DCPS.

Charters will therefore graduate one-third more of their students.  In addition, these schools will most certainly greatly exceed the DCPS graduation rates for important at-risk subgroups of students.  When the DC Public Charter School Board released its graduation statistics last year it made the following observation:

“For five consecutive years, public charter high schools have consistently exceeded the four-year citywide averages for: African American (72.6% graduated), economically disadvantaged (74% graduated), and Hispanic (79.2% graduated).”

We now know that the charter board was greatly underestimating the groundbreaking and astonishing achievements of the schools it oversees.  It is therefore not in anyway an exaggeration to state that if you are a parent sending your child to a high school in the nation’s capital the choice of whether to choose a charter or traditional school has become a potentially life-changing event.

The problem is that there are not a sufficient number of quality charter high school seats.  For the 2017-to-2018 school year, the PCSB has estimated that there is a 1,600-student wait-list.

As Miss Bowser selects a new Deputy Mayor for Education and a new DCPS Chancellor, and as the City Council grapples with how to restructure its relationship with the Mayor in order to prevent the recent problems from re-occurring any time soon, it is imperative that charters must expand to serve as many of our kids as possible.  In this case the numbers really do tell the story.