Saturday, June 21, 2008

TEACHER INSTILLS LOVE OF WORDS, BUT THE LESSON IS ABOUT LIFE.

 

Phil Holmes

Genaro Molina / Los Angeles Times - English teacher Phil Holmes discusses an essay with Brianna Hollins. Also in the English class at View Park Preparatory Charter High School in Southwest Los Angeles are Josalyn Burns, Arianne Hithe and Greg Smart. A longtime teacher at an elite L.A. private school, he decided to see how his methods would work in a much different setting.

Phil Holmes has taught English for decades, first to the privileged but lately to the disadvantaged. His method and his intensity make a solid connection with both extremes.

By Mitchell Landsberg, Los Angeles Times Staff Writer


June 21, 2008  - Phil Holmes, one of the great English teachers of his generation, is standing before a class of high school seniors, trampling all over their self-esteem.

It is a Thursday in October, not long into the school year. Holmes gazes out at his class, his proper prep school face set off by white hair and rimless spectacles, and tells his students, all of them black kids from South Los Angeles, that the first grading period is ending "and most of you will be getting Fs."

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The students stare, dead silent. For perhaps the first time today, he has their full attention.

"This is not a good start," Holmes continues, his tone stern but even. "But on the other hand, it's not unusual."

Class dismissed.

Holmes spent 35 years building his reputation at Harvard School for Boys and its successor, Harvard-Westlake, which attracted some of the best, the brightest and the richest students in Los Angeles. His teaching methods, his curriculum, his empathy, his intensity, his relentless demand for clear, well-ordered thought, changed kids' lives.

More than that, he shaped wave after wave of young teachers, many of them now working at some of the most influential educational institutions in America.

But when he and a colleague wrote a book describing their teaching method, publishers scoffed. Of course their method worked! Their classes were filled with bred-for-success overachievers! Who couldn't teach them?

So in 2002, at a time when most people his age were sliding toward retirement, Holmes accepted a teaching job at View Park Preparatory High School, at Slauson and Crenshaw boulevards.

A public charter school founded by Mike Piscal, one of Holmes' Harvard-Westlake colleagues, View Park wanted to find out if high-quality teaching could make a difference in the lives of underperforming black students.

Holmes offered the school a gold standard. If a View Park student got an A from him, Principal Robert Schwartz figured, it would mean they were ready to compete with the best of the best.

But what if they got only Fs?

Watching Holmes teach over the course of the school year -- which would be the last in his 41-year career as a classroom teacher -- the answer came slowly into focus.

That Thursday in October began with students filing into the 12th-grade English composition classroom that Holmes shares with a younger View Park colleague. He was dressed in a suit, green dress shirt and tie, black loafers, his hair neatly trimmed, his bearing attentive.

Just before the bell, one of his students poked her head in, hoping to get excused from class. "We're taking a makeup test in AP history today," she said. "Do you mind?"

"Yes, I do mind," Holmes said. "We're doing something very important in here."

Holmes had nothing unusual planned. He considers every lesson, every minute of class time, to be important, and, at age 66, he often stays up past midnight preparing for the next day's lessons. There are 26 students enrolled in this class, which was designed to give them the skills they would need to write college papers. All were dressed in some variation on View Park's uniform: khaki pants, a maroon sports shirt.

Holmes asked them to take out a homework assignment -- a critique -- that was due.

The assignment called for the class to analyze a student's college application essay. In the course of the next 90 minutes, Holmes led the class in dismantling not just the essay, but one student's critique of it, paragraph by paragraph, sentence by sentence, word by word.

There's a hanging detail, he said at one point -- why is it a problem?

"It's too vague," a boy answered.

"What's vague about it?" Holmes demanded.

The boy couldn't answer at first, but Holmes was relentless, forcing him to think. In the end, they hammered out an answer.

At another point, a single word -- resourceful -- launched Holmes into a discussion of Odysseus, and how his resourcefulness ("He found a way to blind the giant") could be a source of inspiration for the students.

The entire class was like this, Holmes leading a discussion in which no point, no word was insignificant. He could be brutal, dismissing one student's argument as "mindless." And he could be generous, if guarded, with praise.

Outside after class, Khadijah McCaskill said the students don't mind the tough talk, or the tough grades. This is her second class with him.

"His toughness helps the class concentrate and makes it easier to learn," she said.

"He's a phenomenal teacher," she added. "He's phenomenal because everything he does connects together. And even if you don't know it then and there, it will . . . be connected to a larger thing later on."

View Park Prep is no blackboard jungle. For many View Park parents, the choice was not between the charter and a traditional public school -- say, Crenshaw or Dorsey High -- but between the charter and a private school.

Still, the 15 miles that separate View Park from the rolling Coldwater Canyon campus of Harvard-Westlake might as well be 15,000.

More than 96% of the students at View Park are African American, and studies show that even middle-class black students tend to do worse in school, on average, than comparable students of other races. Moreover, roughly half of the students are poor enough to qualify for free or reduced-price lunches.

"At first, it was a shell shock," Holmes said, "because of three things. I wasn't prepared for the students to be so far behind in their reading development. . . . We were reading "The Odyssey," and within one or two days I knew we couldn't move through it like we did at Harvard-Westlake. Second, these students had no training in classroom discipline. At Harvard-Westlake, I could ask kids to start writing an essay in class, and I could go upstairs, get my mail and come back and they'd just be quietly working. If I walked out of class at View Park Prep, it would be total pandemonium.

"And the third problem. . . . I was a white man -- and, as Mike Piscal said to me, I was not just white, I was very white. I had several times when I had students say, 'Why did you even come here?' They themselves could not believe I could have an authentic reason for coming to their school."

Piscal, who is himself white, adds another problem: "Phil is not connected to the popular culture at all," he said. "You say '50 Cent,' he'll take two quarters out of his pocket."

Holmes grew up in the San Gabriel Valley, the son of a physician. Young Phil was a good student, although his favorite subject was math, not English. He was a good enough baseball player, a catcher, to be recruited by a Dodger scout while still in high school, and he spent portions of his winters training with the team at the old Wrigley Field at Avalon Boulevard and 42nd Street, catching the likes of Sandy Koufax and Don Drysdale.

His baseball career ended in his freshman year at USC, when he tore his rotator cuff. But two professors had already ignited a love of English, and he went on to earn a master's degree and complete most of the work on a doctorate before being hired to teach at the Harvard School.

At a party for Holmes after he left Harvard-Westlake, Barton H. "Buzz" Thompson Jr., now a law professor at Stanford, recalled being a student in the first class Holmes taught in 1966 -- a sacred studies class that had been something of a joke on campus.

Thompson said he could barely remember a thing he learned in college or graduate school. "But I can remember every detail of what I was taught in that sacred studies course at Harvard School. Most important, I was taught to actually think. Furthermore, I was treated for the first time as somebody who actually could think."

At the center of Holmes' teaching is a slender red-bound book titled "The Uses of Argument," first published in 1958 by British philosopher Stephen Toulmin, which sets out a steel-trap method for structuring an argument.

Creative writing, Holmes believes, is a frill for most high school students. How many, after all, will become poets or novelists? But virtually all will need to write some form of persuasive essay, in college and in their careers. That is Holmes' central focus.

By midyear, Holmes' students were showing progress.

"Can you state," Holmes asked his class one day in January, "what is the writing goal for the whole View Park Prep curriculum?"

Mister Searcy raised his hand.

"Writing a sustained case, free of mechanical errors, in a readable style," he said, repeating the mantra that Holmes has been chanting all year long.

By this time, everyone in Holmes' class knew the formula for a sustained case: Claim, clarification, evidence and warrant, cemented by "backtracking," a practice in which the writer re-reads and challenges his own work and answers any questions that arise.

The method works, as any number of View Park graduates can attest.

Skye Williams, now at Clark University in Atlanta, said Holmes' lessons "really helped us in college -- in history, biology, anything."

But Williams said that English composition was the least of what she had learned from Holmes. "He didn't just teach us about English," she said. "He taught us about life."

No graduate gives Holmes greater pleasure than Jamilla Thomas, one of his most difficult students. "She was angry here for four straight years," he said. He said he never once saw her smile. "I was not a bad child," Thomas said, "but I had, like, a bad attitude."

Thomas had Holmes for the first time in 10th grade. "I was horrible to him," she recalled.

When she was in 11th grade, in the 2005-06 school year, Holmes was diagnosed with esophageal cancer. He was out for most of the year. Along with many students, she sent him a letter.

"Dear Mr. Holmes," she wrote. "I hope you get well soon. I know that we have been throw ruff times the past couple of years, but I have come to control my attitude. Everyone has come to see how much I've change except for you."

The spelling, the grammar, were still awful. But there were signs of a thaw. "You have helped me to become a better writer and you helped me to develop a passion and a love for writing," she concluded. "Please don't give up on me and my fellow students."

He recovered, and returned to school the next year. The cancer had revealed a gift. The View Park students had come to care deeply about him.

"That lifted him up like nothing else," said his wife, Susan.

Thomas had Holmes for senior composition. He would tell her, "You can do it. . . . Don't put yourself down."

And then, as the end of her senior year approached, she had a breakthrough. "I took my time and paid attention and got help from him . . . and actually understood exactly what I needed to do.

"I remember him telling the whole class that I did an outstanding job . . . and I think I remember him reading it in class. He told me there was still room for improvement, but he told me that I really understood what I needed to do and did it."

Thomas went on to Santa Monica College, where she said she aced the freshman composition exam. She is looking forward to transferring to a four-year college and eventually opening her own business. She still returns to View Park to visit Holmes.

"He's a brilliant teacher, a brilliant man," she said. "He really helped me change my ways, at home and at school." He did it, she said, "by being himself, by not sugarcoating anything, by telling me that if I didn't get my act together . . . I wasn't going to amount to anything. . . . He pretty much opened my eyes to see I could amount to something, and I am going to amount to something."

As winter rolled into spring, Holmes was increasingly pleased by the progress of his senior class.

He prepared a series of lessons about Democratic presidential candidate Barack Obama. Although Holmes has little but contempt for the multicultural curriculum taught at many schools, he has focused many of his lessons at View Park on African American themes.

When his students became interested in the Democratic presidential primary, and especially in Obama, Holmes saw an opportunity.

He used Obama's public statements as launchpads for the students to write critical essays, focusing on whether Obama had been consistent in his opposition to the Iraq war.

Late in the year, Holmes' focused the students on statements by Obama in 2004 when he said he and Bush didn't have "much of a difference" on Iraq. Was he being inconsistent when later, in his presidential campaign, he focused on his pre-war opposition to the conflict? "He's pandering for votes," one girl said. "That's horrible."

Holmes, as usual, didn't take sides. But he liked the sophistication of the word "pandering." "That's great," he told the class.

As the school year drew to a close, Schwartz, the principal, was pleased: Almost 90% of the 2008 graduating class had been accepted to four-year colleges. Eventually, 98.5% would commit to a four-year or two-year college. Of 67 graduates, nearly a third were admitted to a University of California campus, including nine to UC Berkeley. One enrolled at Stanford and several at historically black colleges such as Clark, Hampton and Tuskeegee.

Holmes' students were no longer failing. Of 21 who made it through the whole year (five transferred to other classes or left the school altogether), two will get A's and nine Bs. There will be no Fs. Holmes said that if you peel away the few "off the charts" students at Harvard-Westlake, the level of A and B work at View Park is comparable.

In class, he gives them the assignment for their final exam, which is to be an essay either defending or attacking affirmative action. For the next 90 minutes, he will challenge the students' ideas, forcing them to think, as he sometimes says, "until their brains hurt."

Class ends with the announcement that next Tuesday will be devoted to independent work on the final exam essays. Holmes will be back next year, but only to work on curriculum and teacher training.

So this was the last regular class of his career.

There are no fireworks, no speeches, no round of applause. Just this: As he walks out the door and heads to the parking lot, Phil Holmes knows that today he delivered a good lesson. He didn't waste a second. He made the students think.

Teacher instills a love of words, but the lesson is about life - Los Angeles Times

MIDDLE SCHOOLS TONE DOWN GRADUATION CEREMONIES

 

Fancy

 

Don Bartletti / Los Angeles Times - A student wears rhinestone-encrusted heels for “promotion” at Spurgeon Intermediate School in Santa Ana. Schools nationwide have dropped or scaled back eighth-grade graduations.

Campuses stress that the event marks a transition to more education, not the end of the process. At a Santa Ana school, it's 'promotion' and in Los Angeles it's 'culmination activities.'

By Tony Barboza, Los Angeles Times Staff Writer


June 20, 2008  - Commencement at this Santa Ana school was a serious ordeal. Boys had to wear ties. Girls' dresses required shoulder straps at least 2 inches wide. Families brought balloons and flowers and decorated their cars with white shoe polish. Five rehearsals ensured flawless filing in and out of the auditorium by students in red gowns.

But if something did go awry, it was hardly the end of the world. After all, they were only leaving middle school.

At schools like Spurgeon Intermediate in a hardscrabble Santa Ana neighborhood, graduation is a time of pomp and ceremony. And, officials and parents concede, there is resignation to the fact that some will never make it through the 12th grade. Administrators have cautiously maintained the tradition, but only while also urging parents to be restrained and save the climactic celebrations for future graduations, like those in high school or even college.

Schools throughout the country in recent years have eliminated or scaled back eighth-grade graduations, concerned that over-the-top ceremonies too closely resemble high school graduations and imply finality rather than a mere transition to further education.

It is a serious concern in cities such as Los Angeles with dismal high school graduation rates. Although state dropout statistics are notoriously hard to pin down, more than one-third of the students in the Los Angeles Unified School District -- about twice the state average -- will not make it through their senior year, and graduation rates at the lowest-performing schools hover near 40%. In the neighborhood where Spurgeon is located, nearly four out of 10 students do not complete 12th grade, state figures show.

The ceremonies take on a deeper significance and sometimes become a source of pride in cities with large Latino immigrant communities such as Anaheim, Santa Ana or Pomona, where many parents did not make it past eighth grade themselves.

In Santa Ana, officials have tried to temper the occasion by no longer referring to it as graduation. Instead, said Spurgeon Principal Robert Laxton, it is called "promotion," because "this isn't the end of the line; we are promoting them to high school."

That attitude is widespread.

In Long Beach, eighth-graders get decked out in their Sunday best but do not sport gowns at their "promotionals."

In San Bernardino, students attend a no-frills "promotion" with only a certificate and a few words from their principal.

"It's not a milestone, it's a benchmark," said district spokeswoman Maria Garcia

And starting with next year's sixth-grade class, L.A. Unified will rename middle school graduations "culmination activities," with exacting standards for who can participate, and will present "certificates of completion" instead of diplomas.

At Spurgeon's promotion ceremony in Santa Ana this week, families packed a stuffy high school auditorium snapping pictures and breaking into applause when their children's names were read as they walked across the stage. The band played "Pomp and Circumstance," the valedictorian spoke, and school administrators handed out gold-hued certificates and academic awards.

For some families, worries persist that it could be their youngsters' only graduation to mark.

Valerie Hopkins, 31, said part of what justified a five-hour drive to see her youngest sister graduate from Spurgeon was the lingering thought that it could be her only chance.

"We want to go through a ceremony because it makes us feel proud," she said, holding a small bouquet of flowers for her sister, Emily Rivera. "She wants to graduate high school and go to college, but that's still a long time, and you don't know what could happen in those years."

But officials were eager to qualify it as a non-graduation.

"You are really the class of 2012," school board member Rob Richardson told students.

"This is not a graduation," board member Audrey Yamagata-Noji said in Spanish.

The canopy of brightly colored foil balloons awaiting the now former eighth-graders outside, however, suggested otherwise. "Congratulations Grad," they read.

Years ago, Santa Ana school district officials had eighth-graders wear gowns at the ceremonies as a way to bring uniformity and tone down the pageantry that prevailed in the 1980s and '90s, said Yamagata-Noji.

"We had something that was supposed to be a few steps above a regular assembly, and you had girls in evening gowns and boys in tuxedos," she said. "It just became very competitive, ridiculous and out of proportion."

Parents also worry that too much showiness could send their children the wrong message.

"Not everyone goes on to graduate from high school," said Maria Arroyo, whose daughter Kelsey -- the oldest of three -- graduated from Spurgeon this week, achieving the highest level of education in her family in the United States. (Maria, who grew up in Mexico, was educated only until fourth grade.) By forgoing the balloons, gifts and parties common among her neighbors, she hoped to signal that she expected her daughter to work hard to graduate from high school.

As they walked out of the ceremony, Kelsey told her, "Mom, I don't want all those things; I'm going on to high school," she recalled.

So although the ceremony at Spurgeon has kept its serious tone, the once-customary limos and extravagant after-parties are less common.

Laxton, the principal, hopes it is a sign that families are saving the expense and effort for future graduations.

"Before, maybe the message was: You've reached a plateau," he said. "We don't see that anymore, so I think it's progressed."

Lizbeth Silva, 13, an honors student promoted from eighth grade this week, said too much celebration could unduly reward students who are being moved along to high school even though they have failed classes. They may not have the work ethic and drive to graduate from high school, she said. "It's like getting their hopes up," she said.

Teachers say they struggle to impress on their students how much harder they will have to work to make it through high school. There will be an exit exam, and they will not graduate if they fail classes, they tell them.

"We cross our fingers and hope, and some of them surprise us," said John Henrici, an eighth-grade English teacher who helped coordinate the ceremony at Spurgeon. "The message is: This is what you get to look forward to two more times, three maybe."

Rogelio Duarte, whose daughter Elizabeth graduated from Spurgeon this week, agrees that the message should be one of continual self-improvement.

"I try to motivate her to always be looking for the next thing," he said, seated in the packed high school auditorium where the ceremony was held.

So after the ceremony, Duarte's family wasn't off to a graduation bash, but to a modest dinner at Denny's, he said.

Though Spurgeon's ceremony had most of the elements of its 12th-grade graduation equivalent, one item was conspicuously missing: caps. So at the end, students flung rolled-up programs in the air to mimic the cap-tossing ritual.

They'll have to wait until high school for the real thing.

 

4LAKids disagrees - Middle School/Junior High or whatever - this is a milestone and the kids deserve the recognition. This is a big deal when you're 14!

Middle schools tone down graduation ceremonies - Los Angeles Times

L.A. SCHOOL WORKERS WILL LOBBY AGAINST CUTS IN CAPITAL

By BETTY PLEASANT, Contributing Editor | LA Wave Newspapers

 

Local school workers are mobilizing to take a midnight ride to Sacramento Monday to urge California legislators to stop the devastating cuts to school budgets that loom as the result of the governor’s proposal to reduce the state’s education funding by more than $4 billion for the upcoming school year.

Hundreds of Los Angeles Unified School District teaching assistants, cafeteria workers, clerks, custodians and others are signing up to board buses at midnight Monday to travel overnight and spend the day lobbying state legislators about the impact the governor’s budget cuts will have on local classrooms and communities.

While the workers are in Sacramento, the LAUSD school board will begin dealing with that impact by drafting a provisional budget Tuesday to reflect the proposed trickle down cut of $400 million from Los Angeles’ schools. Even though the district has approved layoffs and furlough days to address the cuts, its provisional budget is expected to slash more than $350 million from educational programs and services.

District administrators say a final budget may not be possible until late summer or early fall when state legislators vote on a final state budget. Hence, Monday’s midnight ride to the capital is being launched so workers can personally press for the restoration of funding before students return to school in the fall.

The Midnight Ride to Sacramento kicks off “A Summer of Action” the workers and the various school unions have planned to restore school funding in the district. Actions in the coming months will include a “Fund Our Schools” phone-a-thon to legislators, more lobbying trips to Sacramento and one-on-one button-holing visits to local politicians.

Blanca Gallegos, spokesperson for SEIU, Local 99, from whose downtown offices the buses will roll at midnight, said: “We’re telling legislators that they can’t gamble with students’ education. Depending on the lottery to fund schools won’t work. We need to secure real, long-term solutions to this budget deficit or our students will continue to be held hostage by this budget process every year. This is about our children’s future — and the future of our state.”

One of the midnight riders, Demond Cohran, a special education assistant at Venice High School, said: “If we cut staff, kids will be on top of kids in overcrowded classrooms. We won’t be able to serve them with the extra attention that they need to learn. It will be watered-down instruction. We’re here on the front lines and we need help, not cuts.”

http://www.wavenewspapers.com/print_this_story.asp?smenu=78&sdetail=8711

SMALL SCHOOLS RESOLUTION II - v.18 (6-20-08)

This is apparently the most recent version of the resolution - though no guarantee is made.

Ms. Flores Aguilar, Dr. Vladovic, Ms. García – Small Schools II: A Bold Vision for LAUSD

Whereas, Research indicates that small schools offer a personalized learning environment and help strengthen academic performance when coupled with relevant, rigorous instruction;

Whereas, Numerous studies have identified the benefits of small schools, as compared to large schools, including:

  • improved academic performance of students with disadvantaged socio-economic status (Howley and Bickel, 2000);
  • safer environments with less violence and vandalism (Cotton, 1996, 2001; Nathan and Febey, 2001; Lawrence, et. al., 2002);
  • more parent and community involvement (Wasley, et. al., 2000);
  • greater teacher satisfaction and retention (Wasley, et. al., 2000);
  • better attendance (Cotton, 1996; Lawrence, et. al., 2002);
  • reduced dropout rates (Wasley, et. al., 2000); and
  • higher graduation and college-going rates (Center for Collaborative Education, 2003);

Whereas, Small schools provide a structure for accelerating change efforts and fostering greater accountability;

Whereas, Multiple small schools within a residence attendance area can provide families with more educational options;

Whereas, Small schools can maximize joint-use opportunities and enrich community partnerships and connections;

Whereas, Studies show that in terms of cost-per-graduate, building and maintaining small schools represents a wise investment (Lawrence, et. al., 2002, 2005; Stiefel, et. al., 1998);

Whereas, A transition to small schools will build on the foundation of the District’s Small Learning Communities (SLC) policy and accelerate progress toward a personalized learning environment for all LAUSD students;

Whereas, there are existing LAUSD schools that have demonstrated that a small school environment can facilitate progress toward improved academic achievement, such as:

· Arleta High School of Science, Math, and Related Technologies (S.M.A.R.T.)

· Harbor Teacher Prep Academy

· Los Angeles School of Global Studies

· Middle College High School

· Student Empowerment Academy; and

Whereas, A Small Schools Policy would represent a monumental cultural shift for the District that will require strong and decisive leadership and purposeful collaboration to ensure instructional success and sustainability; now, therefore, be it

Resolved, That a Small School be defined as a unique, personalized learning environment with its own school code, administration, staff, budget, contiguous space, responsibility for all aspects of its educational program, and no more than 500 students (400 or fewer in middle schools);

Resolved further, That Small Schools, as defined by LAUSD will offer a rigorous, relevant, and personalized educational programs (offering an A-G curriculum with multiple pathways at the high school level) – evaluated by multiple measures – to ensure that every student is college-prepared and career-ready;

Resolved further, That by 2020 – with short-term and long-term benchmarks – LAUSD will be transformed into a district containing a portfolio of school options, a predominance of which are of Small Schools. All schools will use data to create a system of tiered interventions for students’ core, strategic, and intensive instructional needs with ongoing progress monitoring to ensure student achievement growth;

Resolved further, That existing large schools (1,000 students or more), based on student performance data, will be transformed into campuses of multiple Small Schools. This transformation will roll out in phases, with the first phase focused on the District’s high-priority schools as well as middle schools. The second phase will consist of schools and SLCs that opt to become Small Schools (capacity allowing, these may also be included in the first phase). The final phase will focus on schools jointly recommended for conversion by the Chief Academic Officer and respective Local District Superintendent, based on analyses of their academic performance data; recommendations will be ratified by the Board of Education. It is expected that implementation for Phase 1 schools would commence no later than 2010;

Resolved further, that Small Schools may share a site with other Small Schools. While State density policies and/or intended campus size may determine the maximum number of students assigned to a particular site, most sites shall be limited to no more than:

  • 1,000 elementary students (in two or more Small Schools)
  • 1,000 span students (various grade configurations in two or more Small Schools)
  • 1,600 middle school students (in four or more Small Schools)
  • 2,000 high school students (in four or more Small Schools)

Exemptions may be granted through a vote of the Board of Education. These limits need to accommodate State classroom loading factor guidelines;

Resolved further, that when co-location or sharing of a single site is necessary, new construction and major renewal project designs for existing campuses will designate discrete space for each Small School that embeds administrative and guidance services within them;

Resolved further, that Small Schools co-located on a single site may share common services and spaces (such as a library, clinic, gym, fitness center, performance venues), may coordinate and share some services (music, inter-scholastic sports), and/or take advantage of opportunities to partner with the community to offer its students such amenities;

Resolved further, that the District will direct newly constructed K-12 schools to be configured as individual Small Schools of 500 or fewer students (400 or fewer for middle schools). Schools currently in design shall be configured as individual Small Schools if schedule and budget permit changes in design. Working in close collaboration with educators, future modernization and renewal efforts will support the establishment of individual Small Schools;

Resolved further, that the Board directs the Superintendent to appoint a lead staff person to direct the planning and implementation processes of this Small Schools Policy, including the formation of an implementation team. The Superintendent will report back to the Board within 30 days regarding this appointment and the key staff assigned to the implementation team;

Resolved further, that the Board directs the Superintendent to deliver a plan within 120 days that explains and identifies the leadership model that will be put in place to support the adoption of this Small Schools Policy. This plan, which will comprise part of the District’s overall strategic plan, will include:

· An implementation strategy including timelines and the identification of which District offices or units will be responsible for the various aspects of implementation

· Central office and local district roles and implications

· Professional development strategies for all Small Schools, as well as for all District administration and management staff. These will include strategies for improving the delivery of rigorous, relevant and responsive instruction to diverse learners, as well as strategies for training and recruiting dynamic future leaders into the principal pipeline to effectively lead Small Schools

· Strategies to involve all stakeholder groups including students, parents, community groups, teachers, principals, etc.

· Strategies for students enrolled in English Learner, Standard English Learner, and Special Education programs

· Implications for current reform plans already underway in existing schools and Districtwide

· Plans to coordinate the preparation and design of the reports requested in this resolution;

Resolved further, that the Board directs the Superintendent to deliver a report within 120 days that assesses the funding and staffing implications of a Small Schools Policy. This report will include:

  • Existing or future State bond opportunities in support of Small Schools

· Comparison of per-pupil budgeting and zero-based budgeting models vs. a traditional LAUSD funding model

  • Fiscal models of staffing for Small Schools and strategies for keeping administrative costs down
  • Impacts on collective bargaining agreements;

Resolved further, that the Board directs the Superintendent to deliver a report within 120 days that assesses enrollment options in support of Small School choice, both within and beyond residence attendance areas. The report will include:

  • A review of other large districts with school choice policies
  • Recommendations regarding potential educational option zones and residence attendance areas that would support Small Schools
  • An assessment of how school choice will impact overcrowding, Immediate Intervention/Underperforming Schools Program (II/USP) sites, and Program Improvement (PI) schools
  • A review of current articulation policies for all school levels (PreK-16)
  • Analysis of how unique community needs will be considered in a choice plan;

Resolved further, that the Board directs the Superintendent to deliver a report within 180 days that assesses potential joint-use and career tech opportunities for Small Schools. This report should include:

· Existing joint-use agreements

· A list of potential partners

· An identification of potential joint-use and career tech sites

· Analysis of opportunities to partner with other stakeholders

Resolved further, that the Board directs the Superintendent to deliver a report within 90 days that identifies current California Department of Education Facilities Planning Division student density ranges for LAUSD and suggestions for improvements to those policies. The report should also include researched-based recommendations for appropriate student density ranges for new and existing campuses as well as mitigation recommendations where appropriate student density ranges cannot be achieved; and be it finally

Resolved, that the Board directs the Superintendent to deliver a report within 180 days that identifies opportunities to leverage and influence state and national policies related to the implementation of Small Schools.

Friday, June 20, 2008

EX-TREASURER OF EMERSON MIDDLE SCHOOL BOOSTERS IS SUSPECTED IN THEFT OF $65,000.

 

James Harold Marzullo, 44, is accused of taking money raised by students and parents for a booster club and Parent Teacher Student Assn.

By Howard Blume, Los Angeles Times Staff Writer

 

June 20, 2008  - The former treasurer of a parents' booster group at a West Los Angeles middle school is suspected of stealing $65,000 raised by parents and students, police said Thursday.

The alleged embezzlement by James Harold Marzullo, 44, has proved more than a financial stress at Emerson Middle School.

A respected parent and valued volunteer, Marzullo also was a childhood friend of the school principal. And his late father was a widely respected Los Angeles elementary school administrator, Emerson Principal Kathy Gonnella said.

"We grew up together," Gonnella said. "There's that second layer of betrayal I feel."

The money lost represents about two years' worth of fundraising and dues, this year's proceeds of about $35,000 along with a reserve of about the same amount.

A real estate agent, Marzullo had committed to being among the "small group of 20 people doing everything" at the school, said Terri R. Fowler, co-president of Emerson's Parent Teacher Student Assn. "He went to school functions. He participated in doing things, field trips."

And he took on the role of treasurer in February 2006, both for the booster club, a nonprofit that raises money, and for the PTSA chapter.

Fowler had personal ties to Marzullo too. Her son is a friend of Marzullo's daughter. Marzullo had taken them to the beach and baseball games. When Marzullo's daughter transferred to another school, he offered to remain treasurer, on the expectation, he said, that his younger daughter would attend Emerson in the fall of 2008.

All the while, his finances were apparently getting tighter.

"We would have conversations that the downturn in the economy was affecting him as well," Gonnella said.

At booster club meetings, Marzullo's financial reports gradually became nonspecific, Fowler said. He also picked up the monthly bank statements at the school before anyone else could see them, she said.

Near the end of 2007, he stopped attending meetings and wouldn't answer e-mails. But it was the holidays; people assumed he was busy.

In March, Gonnella sent Marzullo a playful but pointed e-mail: "Missing u, needing cash, but still missing u. . . ."

The next day, Gonnella and Fowler opened the bank statement themselves and found accounts virtually at zero.

Marzullo responded to Gonnella by e-mail, his last communication with the school:

"As you might have figured out I am [having] some personal issues and not really up to speed these days," Marzullo wrote. "I am sorry for not communicating with you and [Terri] and I am deeply embarrassed by my actions. Please reassure everybody that all will be taken care of within the next few days. I am truly sorry for this delay."

After Marzullo canceled or failed to show up for scheduled interviews with police, officers quietly arrested him at the fifth-grade graduation for his younger daughter. Police said the missing money has not been recovered.

When reached by phone Thursday, Marzullo, who is free on bail, declined to comment or answer questions.

At a school where three-quarters of the students qualify for poverty assistance, parents and students had raised the money through pledges, a magazine drive, two book fairs, a raffle, a barbecue and a Valentine store where students bought heart-shaped balloons, stuffed bears, candles and costume jewelry for their mothers and sweethearts.

The school now owes the magazine company $11,000. Annual grants for drama, technology and music won't happen. The school could not find $7,500 to replace its dying computer server.

"It's been devastating," Fowler said. "We all read in the paper that budget cuts are everywhere. Now more than ever we need the fundraising money to supplement what isn't covered. Some families contributed substantial amounts of money that is just gone."

But the school community has pulled together. There was no money for the traditional end-of-year thank-you brunch for staff, but no one went hungry. And someone has given the school a used computer server.

"This made a lot of people step up and be involved," Fowler said. "It's sad, but this has made a lot of people realize they need to do more."

Ex-treasurer of Emerson Middle School's boosters suspected in theft of $65,000 - Los Angeles Times

1 School District/1 Local District/1 School Boardmember/2 Schools :: 12 Miles + a world apart: ACADEMY CHEERED BY GRADS + GRADUATION DAY AT LOCKE HIGH

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ACADEMY CHEERED BY GRADS: Students say Harbor Teacher Prep fostered relationships as well as academics.

by Melissa Pamer, Daily Breeze Staff Writer

June 19, 2998 - The 64 graduating seniors at Harbor Teacher Preparation Academy are far more eager to crow about the community they've built than the multitude of academic accomplishments they've achieved.

At a commencement ceremony held Thursday evening in Narbonne High  School's auditorium, the red-robed students couldn't contain their emotions.

The $1 million in college scholarships the class of 2008 has earned over the next four years - as well as the fact that 70 percent of them received associate's degrees from Los Angeles Harbor College in Wilmington before they were given their high school diplomas - came in for hearty cheers.

But it was the friendships that got the strongest response.

Student speaker Minerva Esquivel, bound for UCLA, described the dread she felt at coming to the academy, expecting not to fit in.

"It took me almost two years and several reality checks to accept who I was," Minerva said. "I was no longer an oddball. I was part of the HTPA family."

Eric Romo, who will attend Harvard University in the fall, reminded his classmates that he was a "reserved geek" when he came to the school. He became someone who can't shut up in class, tells bad jokes, and dresses like George Washington at the prom.

Maybe he's still a geek, he admitted. But it's the chance to become who he wanted to be that mattered.

"Anyone who's ever visited our school can attest that there's something special there," Eric said. "It makes the best of everyone."

For the beleaguered Los Angeles Unified School District, the 313-student school is a bright spot. The academy was founded in the 2002-03 school year with the intention of sending students, who would earn associate's degrees by taking Harbor College courses simultaneously with high school classes, on to the teaching program at California State University, Dominguez Hills. It was hoped that they would complete their bachelor's degrees and return to LAUSD as instructors.

That remains a goal, but, with the school's initial graduates just now beginning to finish college, it's unclear if that target is being achieved, academy administrators said. At the graduation, Eric said he guessed only 10 of the seniors would become teachers.

"No matter what we're going to do, we're all going to be teachers," said Eric, whose five brothers and sisters attended Narbonne High School in Harbor City. "If you're an engineer you're always going to be instructing someone else. Whatever I do, I want to make teaching part of my life."

Since Harbor Teacher Prep first opened the doors of its "campus" - a handful of cramped trailers parked on the tennis courts at Harbor College - the school had earned a wall full of awards for academic achievement and has shown high scores on standardized tests.

Peer tutoring and mentoring are a crucial part of the school's plan, and students are encouraged to take "ownership" of the success of fellow kids, administrators said.

"If you struggle, we're not going to let you drown," said Minerva, who worked as a teaching assistant in a sociology course for underclassmen.

Part of the school's ethos, Minerva said, is that "you don't really know something until you can teach it to someone else."

The academy is part of a growing national "Early College" movement to create small high schools on college campuses. Harbor Teacher Prep receives support from the Middle College National Consortium, a group of 31 schools that embrace college-campus secondary education. The school has also won grants from the Bill and Melinda Gates Foundation, which has funded the Early College movement.

The academy outpaces all other early-college high schools in graduating seniors with associate's degrees, said Terry Born, who advises and evaluates schools for the consortium.

"They have created a community that does not permit failure," Born said of the academy.

This spring, more than 250 eighth-graders applied for just over 100 slots in next year's freshmen class.

The school gives preference to those who say they want to become teachers, said Principal Mattie Adams, a 26-year veteran LAUSD administrator, counselor and teacher. Overall, officials seek to select students who are motivated and capable of working hard, not just those who are the most academically qualified, she said.

"This being LAUSD, we're not allowed to cream the top," she said. "Even low-achieving students can be successful if they work hard."

School officials interview every student who applies, making clear to the kids that work at the academy will be challenging.

FUTURE AS TEACHERS UNCERTAIN | `EARLY COLLEGE' MOVEMENT GROWS | CULTURE OF HIGH EXPECTATIONS

"We've shaped this culture of high expectations from the beginning," said Adams, who presided over small learning communities at both Narbonne and Banning high schools. "The kids know we are not accepting failure; we are not accepting laziness."

The school makes it easy for students to build relationships with one another - and teachers - in weekly student-run meetings called "advisories." The Friday sessions are a sort of emotional homeroom where students can share and get advice on things that are troubling them.

That sense of community - along with a culture of high expectations - is something that should be a model for other LAUSD schools, according to school board member Richard Vladovic, who was instrumental in the academy's creation and who backs the expansion of "small learning communities" within the massive district.

"It's an amazing story, but it can be replicated," Vladovic said.

Himself a former LAUSD teacher and administrator, Vladovic supported the creation of the academy in hope that it could provide instructors to area schools.

"I'm hoping we get more teachers," Vladovic said. "But if we've got to save a kid, I'm not going to mind if he doesn't end up being a teacher."

________________________________________________

GRADUATION DAY AT LOCKE HIGH: For the Few Who Persevered at the Troubled L.A. School, It Was Time to Celebrate. For Those Behind Them, Change Is Coming.

Editorial from the Los Angeles Times:Photo Francine ORR

June 20, 2008 - In a week of culminating glory for high school graduates and their parents, few have more bragging rights than the 300 or so seniors who walked the stage Thursday at Alain Leroy Locke Senior High School. The graduates of Locke are exceptional in the most literal sense. Of the 1,558 freshmen who started out almost four years ago, these were all who managed to reach Thursday's ceremony.

The numbers are so startling, they beg to be placed next to each other so we can grasp them: more than 1,500 freshmen, about 300 graduates. Some of the latter didn't even receive their diplomas, as they haven't yet passed the high school exit exam. That's not surprising in a South L.A. school at which 11% of students test as proficient in English and 2% in math.

Parents and school officials in Irvine or San Marino would be breaking down school wallsgiven these kinds of numbers. Why haven't we heard the shouts of outrage about Locke from one end of the Los Angeles Unified School District to the other, and especially in the boardroom?

Maybe now it's easier to understand why so many parents in the Locke neighborhood pleaded for the Green Dot charter organization to take over, and why enough teachers signed a petition to bring that about. With the school year over, Locke now shifts to Green Dot, to make what magic it can at a campus beset not only by low academic achievement but vandalism, violence and a pervasive sense of lassitude. Many teachers have tried through the years; there has even been faint progress on scores. But numbers as humiliating as Locke's demand dramatic, not incremental, intervention.

Nor was this year's graduation rate unusually abysmal. In the previous five years, Locke has enrolled somewhere from 1,200 to 1,400 freshmen, according to the state’s database. From there the numbers dwindled with each higher grade. Perhaps 600 to 800 sophomores. Maybe 500-plus juniors. And about 300 seniors.

In fairness, not all of those missing students dropped out. Close to 200 of the missing this year are seniors who need a few more courses to graduate; they might pick those up this summer. Some were held back a year. And Locke is located in a part of the city with a high rate of transience; some moved elsewhere.

Strange, though, isn't it, that hundreds of students supposedly moved out, but none moved in to take their places? Could it be that part of the reason for the transiency is that families left to find better educations for their kids? That maybe they would make more of an effort to stay in the neighborhood if it had a good school? Or even a safe one?

Locke made headlines last month when a fight grew into a brawl involving hundreds of students. At that point, it was revealed that the district had all but abandoned the school after the charter petition succeeded. Security had been cut by half. Fights were common. And when Senior Deputy Supt. Ramon C. Cortines walked the campus, he found teachers screening movies for their students and presiding over classroom card games instead of teaching.

A bad year

If you had spent the last 10 months at Locke, seeing each day what these teenagers saw and experienced, you would marvel anew at the graduates' -- and their teachers' -- resilience. There was tension between teachers who favored Green Dot and those who opposed the change. Some teachers who didn't want to join the charter operator, or couldn't get a job with it, grew apathetic about the school, and it didn't help that the district's payroll system was dysfunctional. Principal Frank Wells, who had improved campus security, was gone -- escorted off campus after supporting the Green Dot takeover.

With the reduced security force, students with a bent for trouble knew they were unwatched much of the time and took advantage. They gambled openly in the quad, brazenly roamed the halls during class time and covered everything with graffiti, enough to cost the district several hundred thousand dollars to paint over -- and over. One teacher tells about a water fountain near his classroom that was painted at least 20 times during the school year.

The Fire Department responded to calls three times, twice to extinguish major blazes that damaged classrooms. Teachers say that doesn't count the hallway fires they put out themselves.

And the fights, the fights -- usually small, but a recurring part of campus life. They were staged in out-of-the-way spots, behind buildings where staff seldom thought to look, but they also broke out in class, right before teachers' eyes. And when teachers called security, there was a good chance no one would come. Little wonder that one-third of the school's teaching force turns over in a typical year.

Bruce Smith, an English teacher who circulated Green Dot petitions and who is staying on at the school, said weapons checks at the front gate grew spotty this year. And in the past, there were times when security was handled so clumsily that it was more the problem than the solution, he said. Case in point: Smith's class on "The Odyssey."

Smith had spent five weeks coaching his ninth-grade students through Homer's epic. They were on the final, passionate verses. Odysseus and Penelope were romantically reuniting when security guards marched in, announcing: "You have been selected for a randomized check for weapons." They called selected students to the front of the class and waved a metal-detecting wand over them.

A good day

The graduates of Locke, and their friends and families, are deeply aware of how rare they are. So although there were about 300 students in the seats set up on the athletic field Thursday afternoon, they were cheered on by a crowd that filled the bleachers on both sides despite the searing sun overhead. Cousins, uncles, neighborhood pals, holdingflowers and giant balloon bouquets. Close to 10 fans for every grad.

One young man, carrying a stuffed Winnie the Pooh and a vase of stargazer lilies, said he was there to watch his wife graduate. A middle-aged man had come to see his niece graduate. He remembered that in his days at Jefferson High, most students took a diploma. What's happened since then, he wondered.

Even the guest speaker, Councilwoman Janice Hahn, alluded to it. In a typical commencement speech in which she urged the graduates, "If you have a dream, follow it," she also took a moment to note that "you are here while so many are not."

The very existence of these teenagers in their white caps and gowns, cheering as an angel-voiced girl sang the national anthem, marked something extraordinary at Locke.

Eyes forward

A few days before the graduation ceremony, in a portable building tucked out of sight, Ronnie Coleman was plotting the future. Locke's new principal, fastidious about selecting the right teachers -- she insists on watching them teach a class to see if they have the intangible quality it takes to reach students -- was behind on her hiring. She was figuring out how to provide advanced electives online during summer school and laughing about all the conversations with students it took to calm their biggest concern about going Green Dot: the uniform of khaki pants and a polo shirt.

She also worried about the seniors who celebrated Thursday without having passed their exit exams. Would they attend Green Dot's summer school to prep for another try? Letting such students "walk" for graduation can be a mistake, Coleman said. Many seem to think the important part of graduation isn't the diploma but the ceremony, the cap and gown and the pictures taken by thrilled grandmothers.

Meanwhile, Green Dot founder Steve Barr strolled the campus, talking about the new turf he hopes to fund for the athletic field, the school newspaper he wants to start, the video cameras that will be planted in the hidden nooks to cut down on crime. A teacher reminded him that graffiti vandals won't just go away and that neighborhood transiency is a fact of life here. With a confident grin, Barr replied that the kids would be watched every moment and that if he can make this school good enough, no one will want to leave the area.

But Barr has never attempted a challenge like Locke -- a school of more than 2,000 students that draws almost solely from its surrounding neighborhood. What will he do with the parents who show up on the first day of school with no idea that they were supposed to sign up their children beforehand? Public schools can't turn those people away. What about the kids who just don't try? Up to now, Barr has opened 500-student schools that were sought out by involved parents and their motivated children. Locke will face the true test of a charter school, if it strives to turn around the same failing campus with the same students.

As Barr walked to the street, he sighed. "They're such good kids," he said. He squinted up at the school's name, in narrow silver letters over the security-gated front entry. "We can pull this thing off, right?"

Thursday, June 19, 2008

NYTimes Editorial: TESTING AND LEARNING

The New York Times

 

 

 

New York Times Editorial

June 19, 2008 - To get the well-educated, highly skilled workers that the country needs, states must strengthen public school curriculums, especially in math and science. States also need to adopt high-quality tests that show how students are performing from year to year.

Still there is a danger when schools focus too much attention on test preparation at the expense of high-quality classroom instruction. A disturbing new study from an influential research institute at the University of Chicago shows that that is happening far too often in Chicago schools — and likely in many others across the country.

The study, conducted by the Consortium on Chicago School Research, looked at how Chicago high schools dealt with the ACT, the well-known college-entry examination that Illinois students are required to take as a part of the state’s testing regime.

The ACT is a curriculum-based achievement test that measures what students learn at school and how well they are prepared for the first year of college. This is not a test that is easy to game. Performance depends on what students have been taught and the strength of their skills.

Some test preparation can still be helpful if kept in perspective. Indeed, students can benefit from learning general test-taking skills or becoming familiar with a specific test that they are about to take. But some schools and teachers in the consortium study went way overboard.

They required their students to spend enormous amounts of valuable class time practicing on a preliminary version of the test. By cutting instructional time, they were actually making it less and less likely that students would perform well on the test. Thinking that test preparation matters more, some students also blew off the actual course work.

The obvious cure in Illinois, and in other states, is to carefully limit or dispense with test preparation in class. Teachers should instead be working on the high-level academic skills that students need to perform well, not just on tests, but in college and long afterward.

Testing is the only real way to measure student progress and teacher effectiveness. But as the Chicago case shows, teaching to the test can be self-defeating.

 

The Times gets is so right, and then blows it in the penultimate line: "Testing is the only real way to measure student progress and teacher effectiveness."

This is hocum and hogwash, testing is the easy way. There are student portfolios and teacher evaluation (Report Cards?) and peer review to evaluate the evaluators.

True evaluation is never a True/False or Multiple Choice or bubble-the-bubbles solution. Test scores are not the outcome; "The well-educated, highly skilled workers that the country needs" — a successful productive reasoning society is the outcome. Folks who can read the NYT and separate the wheat from the chaff ...even there.

Give 'em a B! - smf

Editorial - Editorial - Testing and Learning - Editorial - NYTimes.com

WOMAN'S SPECIAL NEEDS SONS IN LAUSD

 Patricia Nazario | 89.3 KPCC News


June 19, 2008
listen icon Listen

In the Los Angeles Unified School District, the approach to special education is simple: Provide support and services and place disabled children with the rest of the students. In the second part of our series, KPCC's Patricia Nazario goes behind the scenes with a single mom bringing up her three sons. L.A. Unified covers the cost of their special education needs.

89.3 KPCC | News | Woman's Special Needs Sons in LAUSD

Wednesday, June 18, 2008

RAND's CALIFORNIA PRESCHOOL STUDY: Adequacy and Efficiency of Preschool Education in California

Go to RAND HomeAdequacy and Efficiency of Preschool Education in California

 

Principal Investigator | Lynn Karoly | RAND Corporation

 Preschool boy with blocks

June 18, 2008 — California's sizeable achievement gaps in English-language arts and mathematics in second and third grades have early roots, with the same groups of children that lag in academic performance in elementary school trailing in measures of school readiness when they enter kindergarten. Participation in effective preschool programs has the potential to narrow these gaps, but the state's current system of publicly funded early care and education programs are not designed to maximize the child development and school readiness benefits. New data collected for the project on preschool use and quality shows most California children attend center-based preschools, but quality of programs falls short. 

These findings are highlighted in the first three reports from the California Preschool Study:

Featured Research

TR-539

Prepared to Learn: The Nature and Quality of Early Care and Education for Preschool-Age Children in California - June 18, 2008

Lynn Karoly, Bonnie Ghosh-Dastidar, Gail Zellman, Michal Perlman, Lynda Fernyhough

This report examines the use and quality of early care and education programs for preschool-age children in California and differences across socioeconomic and demographic groups. There is room for improvement in both quality and participation.

iconFull Document iconResearch Brief iconNews Release

TR-537

Who Is Ahead and Who Is Behind? Gaps in School Readiness and Student Achievement in the Early Grades for California's Children — Nov. 08, 2007

Jill S. Cannon, Lynn A. Karoly

Describes which groups of California's children are falling short of proficiency in English-language arts and mathematics in the early elementary grades and evaluates the potential for well-designed preschool programs to close achievement gaps.

iconFull Document iconResearch Brief iconNews Release

TR-538

Early Care and Education in the Golden State: Publicly Funded Programs Serving California's Preschool-Age Children — Nov. 08, 2007

Lynn A. Karoly, Elaine Reardon, Michelle Cho

Provides a comprehensive assessment of publicly funded early care and education programs for preschool-age children in California as a whole, and in four case-study counties: Los Angles, Merced, San Diego, and San Mateo.

iconFull Document iconResearch Brief iconNews Release

About the California Preschool Study

Faced with mounting evidence that California has fallen behind on many key indicators of educational performance, there is considerable interest among policymakers and the public in improving the outcomes of the state's K-12 education system. One potential area of investment is expanding access to high-quality preschool education so that California's children enter kindergarten ready to learn and succeed in meeting the state's educational standards. Within this context, this study seeks to address four overarching questions:

  • What are the achievement shortfalls and cross-group gaps for California's children in terms of the state's kindergarten through third grade (K–3) education standards and what is the potential for high-quality preschool programs to raise achievement?
  • How adequate is the quality of preschool education California children are receiving, and what proportion of families have access to high-quality preschool that would be expected to produce the cognitive, social, and emotional benefits necessary to help children achieve the state's early elementary standards?
  • What efficiencies can be obtained in the current system of funding for early care and education (ECE) programs serving children one or two years before kindergarten entry in order to improve K–3 education outcomes?
  • What additional ECE policies or resources would be required to ensure that all children in California are prepared to meet K–3 standards?

A multi-disciplinary RAND research team will address these questions through three inter-related studies that will collect new data and conduct original analysis to fill important gaps in our knowledge base regarding (1) achievement gaps among California children in the early grades; (2) the system of public funding in California for ECE programs in the two years prior to kindergarten entry; and (3) the utilization of ECE services among California's children and the quality of those experiences. A fourth synthesis study will integrate the results from the three focused studies, as well as relevant prior research, in order to answer the overarching research questions above.

Study Funding:The California Preschool Study is funded by:

Click here for more information on the household survey in English or Españolor the provider survey in English or Español.

Tuesday, June 17, 2008

BRAND NAME CHARTERS: The franchise model applied to schools

 


Summer 2008
(vol. 8, no. 3)

Table of Contents

"In the business world, when the owners of restaurants or retail stores want to expand, they choose between two models: corporate-style growth with central management or franchising. "

Scaling up?

Branding?

Franchising?

EMOs and CMOs?

If you don't think that some charter schools are a high-growth-model  for-profit instruments to privatize public education and maximize return-on- investment, read on.

And not just any business model, ...Retail!

By Julie Bennett | The Hoover Institution at Sanford University

 


Planting Charter School Seeds. If you had been a 10-year-old on the streets of San Lorenzo, California, in the summer of 2003, you would have had a hard time avoiding Jason Singer and Cathy Cowan. Singer, now 37, had enlisted Cowan, a teacher, to help him recruit 5th-grade students for the charter middle school he planned to open in just a few weeks.

“We talked to children in parks and churches,” says Cowan, now 48, “sitting on park benches or playing in their own yards. If we spotted a likely child, we’d follow him home, then ring the doorbell and talk to his parents.”

The pair were unlikely stalkers. After college Singer had spent two years in Trinidad as a Fulbright scholar studying the impact of race on imagination. As part of the Mississippi Teacher Corps, he’d taught literature to high school students in Greenwood, then launched a nonprofit youth employment organization and a for-profit airline ticket exchange. Cowan, who holds an undergraduate degree in business and a master’s in education, had left a corporate job to join the New York City Teaching Fellows program.

Singer had just spent a year as a Fisher Fellow in a program run by the KIPP (Knowledge Is Power Program) Foundation in San Francisco, training designed to turn him into a school principal with an entrepreneur’s skill set. He’d spent weeks in college classrooms learning business practices and months in KIPP schools seeing how they are run. Then he landed in San Lorenzo, a racially diverse, low-income city about 15 miles south of Oakland, to start KIPP Summit Academy from scratch.

KIPP was founded in 1994 by Teach For America alums Michael Feinberg and David Levin, who now run KIPP schools in Houston and the South Bronx. In 2000, Gap founders Doris and Don Fisher donated $15 million to start the KIPP Foundation, with a goal of replicating Feinberg and Levin’s charter school model across the country. Since then, more than 50 founding principals like Singer have launched 57 KIPP schools in 17 states, plus Washington, D.C., serving over 14,000 students. Another 13 Fisher Fellows are now searching for sites and teachers for schools they will open in 2008. CEO Richard Barth says the network expects to have about 100 KIPP schools operating by 2011.

That rate of expansion is rare in today’s charter school world. Beginning in the late 1990s, for-profit education management organizations (EMOs) like New York City-based Edison Schools began expanding at what Ste­ven F. Wilson, author of Learning on the Job, called a “dizzying pace.” Edison, founded by publishing millionaire Christopher Whittle in 1992, grew to 51 schools in just four years; Advantage, which Wilson started in 1997, was managing 16 charter schools within two years. But even that pace was not fast enough, and only a handful of EMOs became profitable before their capital ran out and they had to close some of the schools they had just opened. Edison spent a disastrous two years as a public company and now operates 31 charter schools and provides management services to 54 district schools. Advantage was merged into Mosaica, which runs 35 charter schools in eight states and the District of Columbia.  

The great majority of charter schools are single institutions, founded by local education reformers. According to “Quantity Counts: The Growth of Charter School Management Organizations,” published in August 2007 by the National Charter School Research Project (NCSRP) at the University of Washington in Seattle, of the 3,600 charter schools, which served over 1 million students in the 2006–07 school year, only 9 percent were operated or managed by a nonprofit charter management organization (CMO) or for-profit EMO. According to the NCSRP, the country now has 24 EMOs and about 30 CMOs. Most of these organizations are controlled from a central office and are growing slowly because their headquarters staff can only manage the complicated task of opening schools one at a time. “Those who thought that proven models could be rapidly scaled up have concluded that they underestimated the difficulty of creating substantially better schools from scratch,” the NCSRP report explains. The entire charter school movement, once hailed as a vehicle for transforming education, serves less than 3 percent of the nation’s schoolchildren, less than the percentage who are schooled at home.

Growing Charters

If the charter movement is to fulfill its promise, high-quality schools must be replicated quickly. In the business world, when the owners of restaurants or retail stores want to expand, they choose between two models: corporate-style growth with central management or franchising. Chains like Starbucks scale up corporately; each of its 7,087 U.S. stores is owned by and managed from its Seattle headquarters. Others, like McDonald’s, follow a franchise model. Though they look and feel much the same, the vast majority of the 14,000 McDonald’s restaurants in the United States are operated by a founding franchisee. The advantage of franchising is that it allows an organization to grow rapidly without putting its own intellectual and financial capital at risk. While franchisees are building individual units, the central organization can spend its resources on promoting the brand and developing new products and services.

KIPP has adapted the franchise model to its goal of preparing disadvantaged urban children to succeed in college and beyond. The process Singer and KIPP’s other founding principals use to locate sites, raise funds, and find their young customers is very similar to the efforts of America’s 900,000 franchisees, operators of the nation’s restaurants, print shops, and senior-care services. Each KIPP school pays 1 percent of its annual revenues to the KIPP Foundation; business format franchisees pay a percentage of their revenues, called royalties, to their franchisor in exchange for using its brand name, products, and support system. If a business franchisee fails to pass inspections or falls behind in payments, the franchisor has the right to pull its name, but in most cases the franchisee keeps the business premises. If a KIPP school fails to pass an annual inspection or meet its enrollment goals, or if its students fail to achieve, KIPP, too, will take away its name and support, but the school itself may remain open.

Unlike a typical business franchisor, KIPP grants its new schools considerable freedom in deciding how they will earn and keep the KIPP brand. Choices regarding specific curricula, for example, are made by local school leaders. Nor does KIPP have specific requirements for its facilities, and KIPP schools operate in everything from new buildings to leased space in shopping centers. KIPP LEAD College Prep in Gary, Indiana, for example, rents classrooms from the local YMCA.  

The majority of CMOs, however, opt for greater control over each site and take a corporate approach to growth. The leaders of corporate-model CMOs oversee the building and operation of each new school themselves. The trade-off for the slower growth is the assurance that each new school replicates the CMO’s standards for building design, staffing, and programs.

Even centrally managed CMOs, though, come in different flavors. Mike Ronan, CEO of Lighthouse Academies in Framingham, Massachusetts, says he has tight control over his organization’s 11 schools. “I’m literally in every school at least once a month,” Ronan says. “I sit on all our boards and I like visiting with our school leaders.” Lighthouse schools all look alike, with bright blue and yellow walls; use the same educational resources; and share a culture that Chrissy Hart, 29, a former KIPP teacher who is now principal of the Lighthouse Intermediate School in Gary, Indiana, calls “arts-infused, warm, and lightly responsive.” Procedures for tasks like paying bills and ordering supplies are spelled out in operations manuals. Hart and her fellow principals can hire and fire teachers, but if student scores start slipping, Ronan and his corporate staff will replace the principal and keep the school.

New Haven–based Achievement First, with 12 charter academies in central Brooklyn and the state of Connecticut, and 3 more opening this year, can be characterized as providing “central support,” says CEO Doug McCurry. “Our model is evolving. We don’t see it as a cookie-cutter thing, but we do have common benchmarks, a common scope, and an emerging set of best practices. We provide a robust back office to take the heavy lifting—budget, initial teacher recruiting and screening, curriculum development, and operations—off our principals so they can focus on academics.”

Uncommon Schools, with a home office in Manhattan, follows yet a different corporate model, with its nine schools arranged in five geographic networks in New York and New Jersey, plus two “associate” schools in Boston that participate in professional development activities but are not managed by the CMO. CEO Norman Atkins says that each network has its own managing director and that the configuration will enable Uncommon Schools to grow “reasonably” to 30 schools in the next few years.

Such reasonable growth is supported by the NewSchools Venture Fund in San Francisco, which announced in 2007 that it would focus its current wave of funding on Achievement First, Lighthouse Academies, Uncommon Schools, and a handful of other centrally managed CMOs that are growing within specific geographic areas. CMOs that are replicating their original schools in targeted cities—New York, Chicago, Los Angeles, Washington, D.C., and Oakland—provide a consistent design and are “opening slowly, to make sure they get each one right,” says Julie Peterson, communications director for the fund.

The organization’s reluctance to support a franchise model hinges on the issue of leadership. Kim Smith, cofounder of the NewSchools Venture Fund says, “The KIPP model works as long as you have really exceptional leaders to replicate the network’s high quality. Over time they will be more difficult to find.”

KIPP leaders and those of two other franchise ventures, the Big Picture Company in Providence, Rhode Island, and EdVisions Schools in Henderson, Minnesota, insist the franchise approach to growth can work. Darryl Cobb, KIPP’s chief academic officer, explains: “We are building a bench of leadership capacity throughout the network. Our Fisher Fellowship training program receives about 500 applications a year to fill 8 to 15 places.” Melissa Gonzales, 28, was a founding teacher of KIPP Heartwood Academy middle school when it opened in San Jose in 2003; today she’s a Fisher Fellow preparing to open a high school there in 2008. “Now 70 percent of our fellows are coming out of KIPP schools,” Cobb says.

“We have a design that we are looking to make happen wherever we can,” says Dennis Littky, one of the cofounders who started the Big Picture Company with “the Met” (the Metropolitan Regional Career and Technical Center) in 1996 in Providence. That design replaces traditional coursework with a curriculum individualized to each student for the three days they are in school. The other two days, students serve internships in community workplaces. In 2000, Bill Gates toured the Met and “loved what he saw so much, he gave us money to build 12 more like it,” Littky says. Today there are 51 Big Picture schools in this country, 7 in the Netherlands, 1 in Australia, “and we could create 50 more,” he says.

Littky’s partner, Elliot Washor, who operates out of an office in San Diego, says, “We are a loose franchise model and think of ourselves as the mother ship. We help new charters with building and facilities design, pedagogy, community relations, and principal development, and employ eight coaches who act as school consultants.” Instead of collecting a set percentage of each school’s revenues, Big Picture Company is exploring charging established schools fees for specific services. One challenge facing Big Picture is that current college admission standards are not compatible with that organization’s style of personalized, real-world learning. Washor says, “One of our next ventures is to open our own college.”

EdVisions is even more educationally progressive. Students in each of the 50 EdVisions schools started since 2000 (44 are charters) take only math classes—all other learning comes from standards-based projects they complete during the school year. Schools are led not by principals, but by founding teachers, and all pay fees for services. “If we help a school from the start, we charge them $75,000 over the first three years,” CEO Doug Thomas says. Fifty more schools are in EdVisions’s pipeline, ten of which should open soon. EdVisions assigns a coach to each school, explains Thomas, who visits on a regular basis, and provides a summer institute and professional development days for all its teachers. “We have an evaluation system to hold schools accountable to our design and practices,” Thomas adds.

Some CMOs that initially adopted a franchise model changed course when unable to grow the brand while maintaining quality. In 2000, Larry Rosenstock started the first High Tech High in San Diego, a small school that combined rigorous courses with technology-based projects and community internships. Like Big Picture, the school attracted national attention and a replication grant from the Gates Foundation. By 2004 Rosenstock had created a network of 16 more urban High Tech High charter schools, in California, Arizona, Illinois, New Mexico, Massachusetts, Oregon, and Pennsylvania. A 2004 Forbes article, titled “Where Everyone Can Overachieve,” says each affiliate paid Rosenstock’s organization 8 percent of its operating budget for services ranging from building management to charter compliance work.

Two years later, Rosenstock dismantled the network and retrenched, focusing on opening and operating schools near his original San Diego facility. “Basically, the problems with a network strategy are distance, the differing charter laws in each state, different political environments, and different theories of action [for running a school],” Rosenstock says today.  

Getting It Right

The history of business franchising is rich with failures. Franchising as a business model has been around since the Middle Ages, but gained traction in the United States in the 1950s when McDonald’s, Burger King, and Kentucky Fried Chicken began their inexorable march along our highways. For many years, franchising thrived in a “Wild West” fashion, with no laws to fence out scoundrels and no guidelines for conscientious franchisors to follow. The Federal Trade Commission reined in the industry in the 1970s by establishing rules for what franchisors must disclose to prospective franchisees before signing them on. By then, the franchisors still standing had developed their own strategies and procedures that now represent the industry’s best practices.

Despite the obvious differences between serving hamburgers and providing public education, the best practices of the franchise-model CMOs look remarkably similar to those of business franchising.

First, successful franchisors carefully select and train their franchisees. “The secret of making a franchise system sustainable is selecting good franchisees and preparing them well,” says Darrell Johnson, president of FRANdata, a franchise-research firm in Arlington, Virginia. Industry leader McDonald’s screens all applicants through written and in-person interviews and requires all its franchise candidates to spend 2,000 hours working in existing restaurants and several more weeks in classrooms at Hamburger University in Oak Brook, Illinois. Most franchisors offer classroom and hands-on training programs that last one to five weeks.

Applicants to KIPP’s yearlong Fisher Fellowship program must have at least four years of teaching experience, strong communication skills, and critical thinking abilities. KIPP’s recruiting staff screens candidates through written applications and telephone and in-person interviews; selected candidates travel to California for a final round of interviews. Glenn Davis, 26, who teaches 6th-grade math at KIPP LEAD in Gary, Indiana, says he’ll apply to the Fisher Fellowship program in two years, because he hopes to start a high school for his current students. Davis and his principal, April Goble, 32, are both alumni of Teach For America (TFA), as are a majority of KIPP’s teachers and leaders. That pipeline will get larger; TFA, which has 5,000 teachers working in urban and rural schools this year, plans to expand to 7,500 by 2010.

Thomas Carroll, chairman of the Brighter Choice Charter Schools and the Brighter Choice Foundation, a charter school developer in Albany, New York, says that CMOs wishing to adopt a franchise model could create programs similar to KIPP’s fellowship to train their own crops of education entrepreneurs. “It’s hard to protect intellectual property in the charter school world; there’s no formula for a secret sauce. If someone wanted to set up something similar to KIPP, no one could stop them.”

In fact, other organizations are adding to the ranks of potential charter school founders. Building Excellent Schools, in Boston, has a fellowship program for independent charter school leaders that is similar to KIPP’s. Fellows receive practice-based training and guidance while they are designing, launching, and sustaining new charter schools. The nonprofit New Leaders for New Schools, founded in New York City in 2000, has trained 431 principals who are now serving as leaders in urban schools and plans to build a 2,000-person national principal corps by 2018. A pilot master’s program at Hunter College bypasses traditional education courses and focuses on coursework specific to the needs of teachers and principals who will work in urban locations. KIPP, Uncommon Schools, and Achievement First are all providing support and instructors to the program.

Second, experienced franchisors provide specific instructions for launching the business. Commercial franchisors send new franchisees off with thick operating manuals, detailing exactly what their unit should look like and how they must prepare their products or deliver their services.

At KIPP schools, what must be replicated is the culture, says Ryan Hill, 31, director of KIPP’s regional office in Newark, New Jersey. “There’s no overseer who says we must do things a certain way, but when you visit our schools you’ll see similarities.” Although they are 2,000 miles apart, the atmospheres in KIPP Summit and KIPP LEAD feel almost identical. Students move quietly down the halls in straight lines. In class, their eyes stay focused on the teacher; when a question is asked, students’ hands shoot up to show they know the answer. Ask a 5th-grade class in any KIPP school when they’ll start college and they’ll all chant “2015.”

Third, successful franchisors perfect their prototypes before replicating them. In Time to Make the Donuts, the late William Rosenberg reported that he spent five years tinkering with the layout, beverage menu, and donut varieties of his first five stores before launching the franchise program for Dunkin’ Donuts in 1954. Like Rosenberg, the founders of KIPP and Big Picture spent years working on their prototype schools before opening more schools. High Tech High’s Rosenstock, however, expanded quickly, without conducting a long-term test of his prototype.

And fourth, the most successful franchise systems grow carefully, within one geographic area at a time. When Fred DeLuca started Subway in 1965, his goal was to have 32 sandwich shops in ten years. His first store was in Bridgeport, Connecticut, and all his early franchisees came from nearby towns. McDonald’s founder Ray Kroc was less cautious and sold early franchises near his prototype in Illinois and in California, where the McDonald brothers had launched the original 15-cent hamburger restaurant. “The California franchisees were impossible to control,” says John Love in his book McDonald’s: Behind the Arches. Kroc suspended franchising on the West Coast and “concentrated closer to home, beginning in Illinois and fanning out to neighboring states,” Love says.

Steven Wilson says that early on scattershot expansion—building a charter school wherever a group of local citizens wanted one—weakened EMOs because corporate personnel were always “shuttling to far-flung schools.” Most EdVisions growth is in the Midwest, but Big Picture Company would like to paint a nationwide canvas with its schools. KIPP’s director of network growth, Mike Wright, says that the network’s future expansion will be limited to target cities (there are 14 for the 2009-10 school year) or within one of eight designated regions where elementary, middle, and high schools are being built in clusters.

A Quality Brand

The charter school movement began nearly two decades ago with tremendous potential for narrowing the achievement gap by improving education for disadvantaged students. Two decades from now, charter schools will still be too few to have fulfilled their promise, unless the franchise model for growth takes hold. Even some corporate-model CMOs could adopt a franchise model for future expansion. These CMOs could still guide facilities design, pedagogy, principal and teacher development, and community relations, while trusting local leaders like Singer and Cowan to open and run their schools.

Together, KIPP, EdVisions, and Big Picture are seeding new charter schools at a pace that far outdistances the corporate-model CMOs. The danger, of course, is that expansion will outstrip quality. Wright admits he and other executives at the KIPP Foundation grapple with the problem of closing schools that don’t make the grade. “How do we balance autonomy with collaboration and with oversight?” he asks. “Thus far, we’ve attracted highly educated entrepreneurs who have made us into a great franchise model. If we transitioned to a wholly owned and operated model, we would lose what makes KIPP what it is today.”

Franchisors must protect the value of their brands by terminating franchisees who fail to maintain the system’s quality. The franchise-model CMOs have built in some safeguards: day-to-day decisions are managed by an entrepreneurial principal who has the flexibility to change programs that may not be working and to expand those that are. KIPP sends an inspection team of financial, academic, real estate, and legal personnel to each new school on an annual basis, and EdVisions and the Big Picture Company require visits from their own evaluation teams. EdVisions has removed its name from half a dozen schools, says CEO Thomas. Since 2000, KIPP has closed four schools—in Atlanta; Chicago; Asheville, North Carolina; and Edgewater, Maryland—and “deKIPPed” three more that are still operating although under different names.

Of course, KIPP’s brand name did not mean much to the San Lorenzo parents Singer and Cowan approached in 2003. Interest sparked, says Cowan, “when we told them about our longer school day, from 7:30 AM to 5 PM, Saturday classes, and four more weeks of school in the summer, time we’d use to improve their children’s skills and prepare them for college. The city has high rates of crime and teen pregnancy, and parents were thankful we were offering a place where their children would be safe and productive, rather than being home alone.”

KIPP Summit opened in fall 2003 with a full roster of 5th graders, and added a grade and more students for each of the next three years until reaching its present status of 359 5th to 8th graders and a waiting list. Two years ago, Singer started the process all over again, raising money and interest in KIPP King Collegiate, the charter network’s first West Coast high school. Cowan prepared to become Summit’s principal by joining the Fisher Fellows program, and in fall 2007 Singer welcomed his new school’s first crop of 9th graders.

The bottom line? Done right, franchising can quickly provide hundreds more classrooms full of 5th graders chanting out the year they, too, will be ready for college.  

Julie Bennett is the author of Franchise Times Guide to Selecting, Buying, & Owning a Franchise (Sterling Publishing, 2007).


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