The meals are free. There are lost of heroes out there during these extremely difficult times.
In the wake of this terrible world-wide tragedy regarding the coronavirus, D.C. Mayor Muriel Bowser on March 7th declared a state of emergency and public health emergency in the nation’s capital. According to WAMU’s Jacob Fenston:
“Declaring a state of emergency activates a broad range of powers that enable the mayor to mobilize people and resources more quickly to prevent the spread of COVID-19, the disease caused by the new coronavirus. That includes things like mandatory quarantines or curfews, freeing up funds more quickly and preventing price gouging on essentials needed to prevent the spread of coronavirus.”
Yesterday, she issued new restrictions on the number of people who can be present in bars and restaurants.
In addition, last week it was announced that D.C. public schools would be closed beginning today, Monday, March 16th, and would re-open on Wednesday, April 1st. March 16 is a professional development day for teachers so that remote learning lesson plans can be implemented. The spring break that was originally scheduled for the middle of April is cancelled and instead will take place this week. Beginning Monday, March 23rd students will take classes online.
So that pupils do not miss meals associated with attending school, DCPS has established food distribution sites at 16 campuses. Many students in our city would go hungry were it not for the nourishment they receive while at their classrooms.
The Mayor and the Deputy Mayor for Education Paul Kihn should be congratulated and thanked for the perfectly appropriate response regarding our schools in the face of this crisis.
Most, but not all, public charter schools are following the schedule established for DCPS.
The School Reform Act of 1995 created charter schools in the District, making them autonomous from DCPS. In 2007, Adrian Fenty won control of the regular schools through the Public Education Reform Act. Although the SRA provided charters with clear freedom from the rules governing the regular schools, there is broad agreement that the chief executive and D.C. Council still have authority over the alternative sector when it comes to the health and safety of students.
This is why Ms. Bowser’s announcement regarding DCPS is so important. It demonstrates a restraint that honors the independence of charters as individual local education agencies combined with a deep respect that they will take appropriate actions to protect the lives of those that they educate, as they have done for over 25 years.
We should be proud of our elected representative’s efforts to protect its citizens. Today, we must also celebrate our clearly established system of school choice in the greatest city in the world.
There was a marathon monthly meeting of the DC Public Charter School Board Monday evening due to a heavy agenda and one and a half hours of public testimony. People signed up to speak mostly to support one of the four applicants for new schools that would open in the 2021-to-2022 school year. One interesting tidbit from this portion of the session came from two former employees of Ingenuity Prep PCS who I’m sure have testified in the past. In response to their comments, Chairman Cruz revealed that the Office of the State Superintendent, as well as the PCSB, has audited the school’s special education program and found deficiencies. I wrote about the activities of the charter board investigating this aspect of the school’s operation that I learned about only by reviewing the PCSB’s answers to questions posed to it from the D.C. Council as part of its 2020 oversight hearings. Why this information has to come out in steady drips in this age of transparency is beyond me.
Besides the consideration of new schools and other business, Friendship PCS was approved to take over Achievement Prep PCs’s Wahler Middle School after the founding charter announced that it would no longer operate this campus next term. My question is why Friendship does not take over all of Achievement Prep? The middle school has 449 students in grades four through eight while the elementary has 375 pupils in pre-Kindergarten three through the third grade with the AppleTree Institute for Education Innovation instructing the children in preschool. Perhaps at a later time.
The presentations by the new applicants were fascinating. Right out of the gate I’ll wager the entire pot on the Capital Experience Lab PCS being given the green light. Sometimes new bids for charters have an alignment in components that cannot be stopped and this is the case with this school. The support from CityBridge Education combined with Friendship’s CEO Patricia Brantley as a board member and the selection of Lanette Dailey-Reese as head of school present a powerful foundation. I hope you remember Ms. Dailey-Reese as the highly impressive individual who almost single-handily saved City Arts and Prep PCS from closure. This mission of the CAPX LAB around utilizing the wealth of resources present in the nation’s capital as its classroom cannot be topped.
I truly wish I felt the same about Global Citizens PCS. It is a terrible idea to go against the other CityBridge Education school but here I go. The idea of providing a dual immersion school in Spanish and Mandarin east of the river is fascinating, and I’m a tremendous supporter of the founders, who come from Sela PCS. I just cannot get my mind past the question from board member Jim Sandman who asked how the school would go about staffing its teachers when it has no idea how many initial scholars would be interested in learning one language versus the other. The other problem I have conceptually is that in this school’s pre-Kindergarten classes the language other than English would be spoken eighty percent of the time, with English going up to fifty percent in higher grades. Is this really what’s best for the academic future of this population of students? Perhaps people with more knowledge on this subject than me will point out that the answer is affirmative. I’m not so sure. For these reasons I vote no for approval.
Here’s another mistake I could be making. I would love to see a charter granted to The Garden School of Business and Entrepreneurship. This school, which applied for the first time last year, spells out its goals this way:
“At The Garden, our vision is to close the racial wealth gap and break the cycle of generational poverty. Our students will receive career skill-building experiences, learn how to grow their ideas into businesses, and how to use their assets to build wealth. Our school model is not only for the business person or entrepreneur, our school supports all careers. Our model is intended to create and build the mindset and skills needed to move black communities from consumer to producer. College and career is not our grand prize, it’s just the ticket into the arena. We will teach our students about investing, bonds, and stocks. Our students will work to create new ways to generate income – no matter what their degree or career is. We work to change how students think about money and education. For this reason, we are not only focused on academics and our economic design. We are culturally affirming who our students are and supporting them mentally and socio-emotionally. We believe that the most powerful feeling in the world is having control. Not, control over others or a multi-million dollar company. It’s control over yourself, your skills, and your mindset.”
I was especially taken with the young gentleman school representative telling his story about growing up in poverty who now makes millions of dollars through multiple businesses in Ward 8. Let’s give them a chance.
Finally, I reluctantly would not go along with the application from Washington Arabic PCS. This school also tried last year. Although improvements in the bid have been made, and the founding group has been positively augmented, I have lingering concerns about the design of the curriculum.
In most years not more than forty percent of new applicants are approved by the PCSB. I’m going with half this time. Next month we will see if I have the right half.
Let’s start with straight facts about this high school. It’s been open for three and a half years. The charter began with 110 students in the ninth grade. There is now a total of 396 pupils, with roughly 100 kids per grade level. This year Washington Leadership Academy PCS has its first senior class. The demographic makeup of the student body is approximately 70 percent qualifying for free or reduced-price meals, 24 percent eligible for special education services, and 54 percent who fall into the category of at-risk.
Over the previous two years, the only times in the school’s early existence that it has been ranked on the DC Public Charter Board’s Performance Management Framework tool, it scored in the Tier 1 category.
Yet, after reading all of the above information, I feel that I have told you extremely little about this truly amazing place. Please allow me to try again.
There are seven co-founders of this institution. They are Duane Rollins, Joey Webb, Miles Taylor, Natalie Gould, Phil Stephen, Seth Andrew, and of course, Stacy Kane. With the exception of Ms. Kane, and Ms. Gould, who is the school’s chief operating officer, the others are involved with the charter these days in a less direct manner. Mr. Taylor and Mr. Andrew were Congressional pages when they were younger, and especially now that the Congressional page program is closed, they were interested in creating a high school that allowed its pupils to have real world experiences. Mr. Rollins and Ms. Kane were focused on integrating technology and computer science into the new school.
Ms. Kane has an intriguing background. Her mother is a social worker and her father is retired. She attended Vanderbilt University on a full community service scholarship. The Washington Leadership Academy executive director graduated with a Bachelor of Science Degree in Human and Organizational Development and Sociology. During her undergraduate years she started a college preparation and mentoring program. Ms. Kane went on to earn a Masters’ degree in Public Policy and Education Policy, also at Vanderbilt, then obtained a law degree at Emory University.
Her next move was to join the Presidential Management Fellowship program and later became the deputy director of the White House Presidential Innovation Fellows program. It was during this time that she became acquainted with the Washington Leadership Academy co-founders with whom she shared a passion for quality in public education together with a driving interest in technology.
I asked Ms. Kane about her motivation to start Washington Leadership Academy. Her response came quickly and eloquently. “It was my study of sociology,” she intoned. “I grew up confused about racial inequality in my community in Cincinnati, Ohio. My college course work in sociology resolved my confusion. I finally understood that the reasons were historic, structural, and even intentional, specifically with regard to race. I wholeheartedly subscribed to the philosophy that human liberation is bound up together; if some of us aren’t free and equal, none of us are. I began to dedicate myself to equity work, and I’ve never slowed down. I never intend to.”
The trying to do something about it became immensely personal to Ms. Kane. She and her husband became foster parents to a young man who was at the time 15 years old. He is now studying at Howard University, and still comes home every weekend for family dinners and laundry.
“It is part of my ethos about everyone being deserving of opportunity, in this case, of a loving family,” Ms. Kane related. “He has added so much joy and love to my life and to my immediate and extended family. I’m incredibly lucky he’s in my life and I’m so proud to call him my son.”
Which brings us to Washington Leadership Academy. Ms. Kane explained that during the formation of the charter the founding group was extremely fortunate to win a $400,000 incubator grant with City Bridge Education. The grant allowed her to be able to work full-time on the creation of the school as her team researched and imagined what the high school of the future would look like.
While her students come to Washington Leadership Academy with academic skills in reading and in math anywhere from grades pre-Kindergarten three and above, the charter was established as a college preparatory institution with a technology focus. It is a unique vision in that it is a school that provides training so that its students are prepared both for college and for meaningful employment in the computer science field.
With such an academically diverse population of students, I inquired of Ms. Kane how those who are behind are brought up to grade level.
“We have a number of strategies,” she remarked. “We try everything we can. The school employs a large number of special education teachers. Many of our classrooms have two teachers who work in parallel to make sure students have extra support. Students in their freshman and sophomore years receive double periods of English Language Arts and math. The use of technology has also been a game changer. It allows our teachers to differentiate instruction tied directly to the progress of our students. Of course, the most important tool is our incredible team of teachers and staff. All of our outstanding results are a direct result of their efforts.”
The Washington Leadership Academy executive director then reflected that at this charter, because of the use of blended learning and other characteristics integrated into the school’s pedagogy, “In every class each day may look different. Our teachers have flexibility in the way they approach teaching and their subject matter.”
Another aspect that makes Washington Leadership unique is that eleventh graders participate in internships on Fridays in businesses, nonprofits and government. Beginning in the fall semester they receive assistance preparing resumes and cover letters. The program teaches interviewing skills and students are trained in professional behavior in the workplace. Then there is a match day in which they are paired with a site based upon their interests and abilities. Teachers visit the students when they are at their assignments. Ms. Kane observed that the internships are all part of the real world experience the school strives to provide its pupils.
But there is another crucial reason behind these work assignments. “For affluent children, internships are a natural part of their high school experience,” said Ms. Kane. “This is often not the case for students who come to WLA. Providing internships for all of our students is another form of trying to not only achieve equity, but give our students a leg up in college and career. These jobs can then be placed on their college applications the following year.”
The Washington Leadership executive director went on to explain that ninth and tenth graders participate in project-based learning on Fridays. There are also year-long classes in the upper grades in Seminar and AP Seminar, and Research and AP Research, in conjunction with the College Board’s AP Capstone Diploma Program. These efforts are aimed at providing a rich college preparatory curriculum.
I became so impressed with the information Ms. Kane presented to me that I asked her if the school was preparing to replicate. Her response frankly caught me off guard.
“To us,” Ms. Kane asserted, “scale is about providing facets of our school to other existing schools so that our impact is much larger than the student population within our walls. The things we are excelling at we want to share openly and freely with other schools that serve similar student populations.”
At this point Ms. Kane reminded me that in 2016 Washington Leadership Academy was the proud recipient of XQ: The Super School Project prize that provides a total of $10 million, $2 million a year over five years. At the time of the award, more than 700 teams comprised of over 10,000 members applied for a grant. XQ is part of the Emerson Collective, which was founded by Laurene Powell Jobs, the widow of Steve Jobs.
There are three big projects that Washington Leadership Academy has planned to tackle as a result of receiving these funds and the first is a free, open, online high school English Language Arts curriculum. WLA has partnered with CommonLit to achieve this first goal. Ms. Kane revealed that the curriculum is already being utilized by more than 40 schools across the country, including both charters and district schools.
The second anticipated project is to try, as Ms. Kane detailed, to delineate “the secret sauce” behind WLA’s high performing instruction in computer science and technology. The school’s final goal, according to the Washington Leadership Academy executive director, is to design more rigorous classroom material around project-based learning.
With so much activity at the school I wondered if it was difficult to attract the right teaching staff.
“We look for teachers with four to five years of experience. We generally do not use recently trained instructors. We also support our staff by providing them with three hours of class preparation a day. This also provides them time to share best practices with other teachers.”
Teacher retention, according to Ms. Kane, has been excellent as has student retention. Part of the student retention strategy includes thirty-minute advisory periods in which ten students of the identical gender meet with the same teacher daily. The student body is also divided up into five houses. Ms. Kane reflected that the school holds events that promote friendly competition between the houses.
Washington Leadership Academy’s permanent facility is a spectacularly beautiful former seminary college in Northeast that resembles buildings I’ve seen at Cornell or Yale University. Lee Montessori PCS and a variety of small non-profits share other parts of the campus. Washington Leadership Academy’s students have now applied to college. They will hear about admission soon. Between the campus they learn in everyday and the curriculum designed for college preparation, their future indeed looks bright.
In an article by my friend Carrie Irvin, the co-founder and chief executive officer of Education Board Partners, she points to a recent study by the D.C. Policy Center entitled “The State of D.C. Schools”. She wrote:
“In the nation’s capital, 2 out of 3 students score below proficient in reading, writing and math. That number is startling–and it’s just the average. The picture is even worse at many of our city’s schools. The report also states that about half of all public school students in this city are designated at-risk, according to the city’s criteria.”
There is nothing new here. It is frankly disgusting that in Washington D.C., after twenty five years of school reform, there is a persistent 60 point academic achievement gap combined with the fact that the proportion of students proficient in English Language Arts and math is in the thirties.
The Education Board Partners CEO calls for stronger boards to fix the problems with academic achievement. In order to have a quality school she suggests, among other recommendations, that boards:
- “Ask your ED challenging questions that they are not answering readily or proactively, so that you really have the information you need to know if your school is high quality.
- Use data at all times to drive board decisions. Make sure you look at ALL data (student achievement, attendance, discipline, staff retention, promotion, pay scale, etc.) broken down by race, gender, special needs status, etc.
- Pay attention to data about attendance, school safety, etc., as these and many other factors dramatically impact student achievement.
- In particular, pay attention to staff morale. Fortune, who now works at the school of which she originally served on the board, noted that most boards ignore this, yet it’s one of the most important factors determining the success of the school. Ask the ED, and review data, about race relations, pay equity/disparities, and staff satisfaction. Take action to boost morale in meaningful ways.”
I’m sincerely sorry, but at this point I do not feel that any of these steps is going to correct our desperate situation regarding public education in the nation’s capital.
My experience with charter school boards has been decidedly mixed. In the case of Washington Latin PCS the governors were able to turnaround a dire financial situation and eventually secure a permanent facility while creating a budgetary structure that would promote its future success. But other time spent volunteering hours on these bodies has not been nearly as positive.
In fact, I would say that in the great majority of cases the nonprofit boards I have sat on have had little impact on the direction of the organization. They have seemed more of a nuisance then a help to the heads of charters. Much of the activity of these bodies involved instructing members on the proper role of trustees and educating them on how charter schools function. Infighting between the director is common, whether that is between themselves or involving staff.
Do not get me wrong. I definitely see the value that outsiders can bring to the exceptionally difficult job of running a school. People have expertise in areas such as fundraising, real estate, legal issues, and management that can bring tremendous benefits. Americans are generally exceptionally generous with their time and resources. However, I just do not believe anymore that a formal structure is required to obtain assistance from talented hardworking members of our community.
The success or failure of a school is determined by the leader of that school. We are so fortunate in the District to have so many of examples that prove this point. If we are truly serious about closing the achievement gap, we need to support and develop those who can get this job done.
Eliminating charter school boards of directors would also serve to remove the often repeated claim that these institutions are privately run. Charters would report directly to the DC Public Charter School Board, a government entity whose volunteer members are appointed by the Mayor and confirmed by the D.C. Council.
None of this suggestion is meant in anyway to take away from the outstanding work being done by Education Board Partners. In the past if I had a board issue, I would contact Ms. Irvin. I would do this today.
It would take a change to the law to eliminate charter school nonprofit boards. However, I think we have reached the point where governance can move into the twenty-first century.
Yesterday’s blog post was about Perry’s Stein’s article raising skepticism about Friendship PCS and KIPP DC PCS incorporating multiple campuses of other charters that are failing to meet their academic targets. In that piece, Ms. Stein describes the assimilation of Septima Clark PCS by Achievement Prep PCS this way:
“There’s a measure of irony in Achievement Prep being taken over by another charter operator. In 2013, Achievement Prep was the suitor, assuming control of Septima Clark, an all-boys school that the charter board closed amid low academic performance. But it turned out that Achievement Prep — which has a more successful elementary school that will remain open — could not turn around the school.”
Nothing could be further from the truth. I was intimately involved in the events surrounding the closing of Septima Clark after being contacted by in 2013 by its head of school Jenny DuFresne. I made the case on multiple occasions that the charter should not be dissolved. Here’s what really happened.
Septima Clark was a low performing school teaching an exceedingly high proportion of at-risk children that toward the end of its operation had reached a Tier 2 ranking on the DC Public Charter School Board’s Performance Management Framework. However, there was serious concern by those involved with the school that when it was time for it to go before the PCSB for review it would be closed due to a pattern of poor academic results. The charter also faced the end of a facility lease with no good options as to where it would locate next. The school’s board of directors therefore believed that the best path forward for its students was to close Septima Clark and merge with Achievement Prep PCS. Although Achievement Prep was early in its history, at that time it was highly regarded for its strong academic performance. There was considerable controversy around the school board’s decision. Many Septima parents strongly opposed the plan. As I said it was not one to which I agreed. However, Mr. Pearson, the PCSB executive director, and his board supported the move, and therefore it was executed as designed. Years later I was told by a prominent member of our local charter school movement that of the approximately 230 children who attended Septima Clark, less than 20 made the transition to Achievement Prep. I have not substantiated this claim.
My past columns on this subject are not available but today I link to a Washington Examiner article describing the course of events around the charter.
The goal here is not to disparage the Washington Post staff member. My point is that if as an education reporter a story is going to be written that expresses a particular public policy viewpoint then it is imperative to conduct research to ensure that the facts around the issue being discussed are accurate.
I would say that the irony of this tale is not that Friendship may takeover Achievement Prep’s middle school. Instead, it is the fact that despite constant and consistent claims that charters are public schools run by private entities, in the instance of the Septima Clark, as it throughout this sector, it was a governmental body of volunteers appointed by the D.C. Mayor that made the final decision about the school’s future.
Here are the remarks of President Trump last evening on the subject of school choice:
“The next step forward in building an inclusive society is making sure that every young American gets a great education and the opportunity to achieve the American Dream. Yet, for too long, countless American children have been trapped in failing government schools. To rescue these students, 18 States have created school choice in the form of Opportunity Scholarships. The programs are so popular, that tens of thousands of students remain on waiting lists. One of those students is Janiyah Davis, a fourth grader from Philadelphia. Janiyah’s mom Stephanie is a single parent. She would do anything to give her daughter a better future. But last year, that future was put further out of reach when Pennsylvania’s Governor vetoed legislation to expand school choice for 50,000 children.
Janiyah and Stephanie are in the gallery this evening. But there is more to their story. Janiyah, I am pleased to inform you that your long wait is over. I can proudly announce tonight that an Opportunity Scholarship has become available, it is going to you, and you will soon be heading to the school of your choice!
Now, I call on the Congress to give 1 million American children the same opportunity Janiyah has just received. Pass the Education Freedom Scholarships and Opportunity Act — because no parent should be forced to send their child to a failing government school.”
In the nation’s capital, U.S. House Speaker Nancy Pelosi blocked expansion of the D.C. Opportunity Scholarship Program that denies our city an additional $15 million a year for the education of our children and denies making this program permanent.
In 2020, no parent should be forced to send their child to a failing government school. This should be a fundamental civil right.
Monday came the exciting news that KIPP DC PCS was awarded the former Ferebee-Hope Elementary School so that it can create its second high school. The transfer of the closed DCPS facility represents the first traditional school building turned over to a charter by Mayor Muriel Bowser in her five years in office. In this area Ms. Bowser has been a tremendous disappointment.
The request for proposal for Ferebee was highly unusual in that it included a requirement that the winner renovate a community center on the property that includes a swimming pool. Cost is most likely the major factor that contributed to only KIPP bidding on the project. However, I do believe there is a reason for everything, and a note from Allison Fansler, the KIPP DC president, only reinforced my belief. She wrote:
“Along with the high school facility, KIPP DC will build a brand new recreation center to replace the existing one located at Ferebee-Hope. This facility will be operated by the Department of Parks & Recreation and include an indoor pool, boxing gym, and more. Also on the site, KIPP DC will construct a community center for partner organizations to provide various community benefits. We were excited to submit a proposal to the city along with Washington Nationals Youth Baseball Academy, Training Grounds adult education program, and MedStar Georgetown University Hospital’s Department of Psychiatry who will provide mental-health services for neighborhood residents and KIPP DC families. Partnership was at the core of our proposal for the site and we are excited to work together with these exceptional organizations. . . We listened to the needs and dreams of the community, our families, and students throughout this process and I’m so proud of the proposal we put forward with them at the heart of the plan to redevelop Ferebee-Hope.”
The school will open at the start of the 2021-to-2022 school year, becoming the permanent home to Somerset College Preparatory PCS that KIPP took over last fall. The announcement stated that KIPP will enter into a $40 million capital campaign using private funds to support the development.
There always has to be a naysayer out there and in this case it is the Washington Post’s Perry Stein. In her piece covering the rejuvenation of Ferebee she felt the need to point out:
“The city’s decision to lease the vacant Ferebee-Hope Elementary School building in Southeast Washington means citywide enrollment on KIPP campuses could grow to more than 7,600 students in coming years — representing about 15 percent of the city’s charter sector and 7 percent of all public school students. . .
The opening of a KIPP DC high school in Southeast Washington could pose competitive troubles for the three high schools in the traditional public school system east of the Anacostia River, which are struggling with low enrollment. If the KIPP school reaches the projected maximum enrollment of 800, it would exceed current enrollment at each of the three neighborhood high schools.”
As a steadfast proponent of regular schools, Ms. Stein should have more confidence in the product that they are offering instead of assuming parents would move their kids to KIPP. But in reality this is exactly what will happen.
In order to focus on the positive let’s conclude with the final sentence from Ms. Fansler’s message:
“The strength of our vision for Ferebee-Hope came about through true partnership and I am excited to continue this as we bring this vision to fruition for the students of KIPP DC and broader community.”
This is an exceptionally exciting opportunity for the future of our children.
The applicants include:
Capital Experience Lab (CAPX LAB): A 700-student school going from grades six through twelve that wants to locate in Ward 6 and is based upon “inquiry-based learning experiences.” Fascinating to me is that Patricia Brantley, Friendship PCS’s chief executive officer, is listed as a board member. This, combined with the fact that the school has been incubated by CityBridge Education significantly raises the probability that it will be approved.
Global Citizens: The other CityBridge-sponsored applicant, this 525-student pre-Kindergarten through fifth grade charter would be based in Ward 7 or 8 and would offer a dual language immersion program in either Mandarin and English or Spanish and English. There are people with extremely impressive credentials associated with Global Citizens. The principal of the charter would be Jenifer Moore. I interviewed Ms. Moore when she was the interim head of school for Sela PCS and she blew me away. Listed as advisers are my friends Daniela Anello, head of school of DC Bilingual PCS, Maquita Alexander, executive director of Washington Yu Ying PCS, and Erika Bryant, executive director of Elsie Whitlow Stokes Community Freedom PCS.
The Garden School of Business and Entrepreneurship: A charter for 410 students in grades nine through twelve that would operate in Ward 8. The school’s executive summary states that it “will be the ultimate soil for building consciously aware, financially free, and holistically intelligent high school students in Washington, D.C. Our business and entrepreneurship model activates the voice, ideas, and confidence in students that are needed to economically succeed in their world.”
Washington Arabic: A second dual immersion school that applied in 2019. This school wants to open in Ward 1, 4, 5, or 6, with a preference on 6, and would teach 544 students in grades pre-Kindergarten three through fifth. Last year’s proposal received enthusiastic support from several board members so the hope is that it can make it across the finish line this time.
It appears that what this list lacks in number it makes up in quality. Let’s sincerely hope that progress is made on the permanent facility issue by the time these schools need to find space.
The applicants will have a public hearing in February and be voted on at the March monthly meeting of the DC PCSB.
Now that Scott Pearson has resigned his position as executive director of the DC Public Charter School Board and will leave his office at the end of May, it is time to speculate as to who will replace him. There really is no choice. Josh Kern, the current founder and managing member of TenSquare, should take Mr. Pearson’s place.
I know there has been a lot of controversy drummed up against Mr. Kern and his organization by people who don’t like charter schools. But think about it, is there anyone out there more qualified for this job? The answer is a resounding no.
As a reminder, Mr. Kern was the co-founder and executive director of Thurgood Marshall Academy PCS, one of the city’s premier high schools that since its start has been closing the academic achievement gap between the affluent and poor. When Josephine Baker retired as the PCSB executive director, Mr. Kern was a leading candidate to assume her role.
When the entire city expected Options PCS to close due to severe financial improprieties by the school’s management, Mr. Kern spent day and night protecting the severely emotionally and physically disabled children who attended this charter as if these kids were his own as the court appointed receiver. It was one of the most heroic acts I have ever personally witnessed. His team recently helped steer Cesar Chavez Public Charter School for Public Policy through an exceptionally challenging turnaround situation.
Mr. Kern’s firm TenSquare is improving the academic performance and management of low-performing charter schools in D.C. and across the country. He knows every aspect of charter performance from selecting strong school leaders, to implementing curriculum and running a business office. His firm has also been successful in identifying and securing permanent facilities. Here is just one highlight of his team’s efforts from my interview with Mr. Kern in 2018:
“The group has found over its seven years that by following its school improvement trajectory, a D.C. charter’s PMF will improve on average by 12 percentage points each year. The average student Median Growth Percentile, a measure of academic improvement in math and English compared to their peers, will grow by a mean of 10 points in two years.”
Although detractors will claim that there will be a conflict of interest between Mr. Kern’s work at TenSquare and that of the charter board, there are steps that can be taken to create a clear separation between the two bodies. The TenSquare founder would simply have to end his association with the consulting body.
I am sure that people out there are saying that there are other qualified candidates that would come to this position without the questions that would surround the selection of Mr. Kern. But on the other hand, there is no one else would fight with every ounce of energy in his body for charters in the nation’s capital.
The choice is simple.