Dear Mr. Knudsen:
I am the mother of three children in District and charter schools in this city. I have been actively involved in stopping good schools from decline and helping low-performing, violent schools turn around. I believe in the essential role that a high-quality public school system plays and have fought for that vision. My 7th grade son will soon have outlasted four superintendencies, including yours. And I’m here to tell you that you’re not speaking to me.
You’re not speaking to me with this brand of disaster capitalism that tries to shock a besieged public with unproven, untested, and drastic action couched as “solutions.” You’re not speaking to me when you invoke language like “achievement networks,” “portfolio management,” and "rightsizing" our schools – and say not a word about lower class sizes or increasing the presence of loving support personnel or enriching our curriculum.
This is the first installment in a three-part series about governance of the Philadelphia schools.
For almost 10 years Philadelphia schools have been governed by a five-member commission selected by the governor, who appoints the majority, and the mayor, who gets two appointments. The citizens of Philadelphia, unique in the commonwealth, have no say in the selection of this body and no way, short of discharging the governor, of removing its members.
Shortly after the School Reform Commission approved the turnover of seven low-performing schools to charter operators, District officials told reporters without fanfare that 16 Philadelphia schools operated by outside education management organizations (EMOs) would revert to District management in the fall.
Superintendent Arlene Ackerman has created a new high-level post in her administration and hired Leroy Nunery, a former executive at Edison Schools and a finalist for Ackerman's position when she was hired nearly two years ago.
A total of 28 potential managers have applied to run one or more of the 14 potential Renaissance Schools in Philadelphia next school year, in what is one of the most aggressive and fast-tracked turnaround projects in the nation.
In addition, more than 330 organizations have applied to be support partners in these schools, according to District officials.
It’s nothing new for Janiece Jones to wonder about the future of her child’s school.
“It was supposed to be closed down,” she said as she stood in front of the Paul L. Dunbar Elementary School in North Philadelphia. “[Then] they just said that someone was going to try and change the performance of the school.”
The first rumor didn’t come to pass. But the second just might, in potentially dramatic fashion.
The District is looking for more than a few good “turnaround teams” to lead the work in Renaissance Schools and is recruiting both lead applicants and support applicants.
“We are looking for people who can demonstrate in some quantitative and qualitative way that they could fix one of these schools,” said Benjamin Rayer, who heads the District’s effort. Lead applicants must have a proven track record of successfully operating urban schools.
Here’s a look at a few potential players who’ve expressed interest.
This is the front page article from our February 2010 edition of the paper. Look for more stories online and the print edition later this week!
It’s nothing new for Janiece Jones to wonder about the future of her child’s school.
“It was supposed to be closed down,” she said as she stood in front of the Paul L. Dunbar Elementary School in North Philadelphia. “[Then] they just said that someone was going to try and change the performance of the school.”
The first rumor didn’t come to pass. But the second just might, in potentially dramatic fashion.
The District has managed to cram even more data onto their second annual school report cards, which you can now find here on the District's website.
In September 2002, the School District launched its controversial experiment with large-scale privatization of school management. It hired seven providers or education management organizations (EMOs) to oversee 45 low performing “partnership schools” and serve 28,000 students. The contracts totaled more than $22 million annually.
Seven years later, that experiment, on a much smaller scale, is taking a new direction.
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