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The Chicago Public Schools Turnaround Model

by Susan Ohanian

Chicago Public School CEO Arne Duncan introduced the School Turnaround Model in 2006. You may remember that Duncan literally gutted the William T. Sherman Elementary School of staff: principals, teachers, even custodians were replaced.

A year after the turnaround, the Chicago parent advocacy group Parents United for Responsible Education (PURE) researched Sherman's data and found, "during its first turnaround year, Sherman had a 20 percent drop in enrollment, a 10 percent drop in the number of low-income children, a 17 percent increase in the mobility rate, a lower parent involvement rate and lower science test scores."

That didn't stop Duncan from touting Sherman and the turnaround model as central to his education reform plan once he was named U. S. Secretary of Education. On Jan. 31, 2008, Sherman was the site of Mayor Richard M. Daley's announcement that Chicago's public schools would receive more than $10 million from the Bill and Melinda Gates Foundation to promote school turnarounds.

I stumbled on this website for the Chicago Public School Office of School Turnaround, which is proud to have developed the CPS Turnaround Model in conjunction with "internal and external thought partners."

The Chicago Public School Office of School Turnaround has developed the CPS Turnaround Model in conjunction with internal and external thought partners, subject matter experts, and national thought leaders. The CPS Turnaround Model completely details all aspects of a comprehensive school reform effort and is framed with from elements necessary in all schools, but unique in that it provides step-by-step processes for the individual school community to make decisions unique to their environment. Each "turnaround" school will have the same basic components, but be quite unique in final form. Each element of the CPS Turnaround Model is fully defined from the theoretical/research basis through step-by-step processes regarding how to implement all aspects of the component.

State Departments of Education, individual school districts, select non-profit organizations, and research entities may request access to CPS Turnaround Model documentation by contacting Don Fraynd, Turnaround Officer, at djfraynd@cps.k12.il.us

Please note: The above text is copyrighted by the Chicago Public Schools-- Office of School Improvement. Go to their website and you can see their graphics, mission statement, and so on.

In April 2012 Turnaround chief Donald Fraynd announced, "with a heavy heart as well as a sense of excitement... that I will be leaving CPS to serve as CEO of a new start company in the education human capital space." His replacement "is a graduate of the Broad Residency class of 2007-2009 and has earned an M.B.A. from Harvard Business School and a B.A. in Economics and Mathematical Methods from Northwestern."

Just for the record, you can read a puff piece on Fraynd produced by the School of Education University of Wisconsin-Madison, where Fraynd earned his Ph.D. in educational leadership and policy analysis.

In May 2010, Substance reported on how these folk learn what to do.

Fraynd, other Chicago turnaround officials went to Leavenworth to study how to operate Chicago's turnaround schools

George N. Schmidt - May 18, 2010

Some things you couldn't make up, and one of them came to Substance over the weekend, courtesy of the May 13, 2010, edition of the Leavenworth Lamp (the newspaper of the Army base at Fort Leavenworth, Kansas â not the military prison of the same name there. It's nice to know that CPS can afford to make thousands of cuts in programs and people and still have the money to send some of its key staff to Leavenworth.

But enough ado about much. The following is the precise story:

Chicago educators learn about Army simulations, By Diane Walker, Combined Arms Center-Training, Posted May 13, 2010 @ 10:44 AM...

Fort Leavenworth, Kan. -- In a virtual Afghan village, the U.S. Soldier approaches the local leader aggressively, gripping his weapon diagonally in front of him. The leader turns his head sharply to the side, pushing his hand forward to signal for the Soldier to stop. Replay the same scene with the Soldier walking respectfully toward the leader, his weapon slung across his back. This time the village leader nods toward the Soldier and gives the traditional hand-over-the-heart greeting followed by a handshake and kiss on the cheek.

More than just a video game, Virtual BattleSpace 2 training gives U.S. Soldiers the opportunity to virtually experience both battle and peacetime scenarios â and see how their actions affect the outcome.

Chicago Public School District representatives met with Combined Arms Center-Training team members at Fort Leavenworth in April to learn first-hand about the U.S. Army's approach to virtual training. Their goal as members of the school district's Office of School Turnaround was to learn about possible approaches to help prepare teachers and administrators to succeed in the Windy City's toughest schools.

Robert Munsey, Army gaming analyst, spoke to the Chicago visitors about how Virtual BattleSpace 2 allows units to focus training on their weaknesses rather than strengths.

"Our Soldiers know how to shoot, but they may not always understand when to shoot -- or not to shoot," Munsey said. "Was there a hostile act? With VBS2, we train on their weaknesses."

The Chicago Public School representatives called the demonstration and discussion very helpful. Erin Peterson, who will be developing the district's new technology approach, indicated the development team plans to start small and simple.

"It's good to know what the possibilities are," Peterson said, adding that she believes the VBS2 examples and information will help ensure the efforts are truly effective.

The Chicago Public Schools team members appreciated the basic features of virtual training but were even more interested in the low overhead once the basic scenarios are created. For example, one or two people could run a broad scenario involving faculty and staff in multiple schools and potentially even local emergency responders.

The Combined Arms Center-Training representatives also demonstrated the Army's MilGaming Portal, https://milgaming.army.mil, an online forum where individuals can share VBS2 and other gaming lessons learned and find helpful tools and information. The portal is open to anyone with a military Common Access Card. The Chicago Public Schools team members were very interested in this wiki-type approach to making resources available.

"We need to make it so people are constantly growing," said Dr. Donald Fraynd, turnaround officer for the Chicago Public Schools. "Our teachers and administrators need to be able to go into an uncomfortable space and know they won't get fired if they make the wrong decision," he said, adding that virtual training would offer that safe opportunity to learn.

Col. Paul E. Funk II, who directs the Combined Arms Center-Training, said he sees virtual training and simulations as key tools to help prepare Soldiers for a variety of experiences in a range of environments.

"Virtual training will never take the place of live training, but it's a great way to focus on the fundamentals and make sure our Soldiers and units get them right," Funk said.

Virtual training also has the advantage of being less expensive than live training and available anywhere, with the added benefit that leaders and participants can repeat scenarios again and again until the participants master the fundamentals, CAC-T officials said.

Fraynd came to Chicago from Madison Wisconsin to take a job as Principal of Jones College Prep High School, one of Chicago's elite high schools. When the Jones LSC reportedly began to have questions about Fraynd's stewardship, CPS promoted him to the Chief Officer for Turnaround job, newly created.

And there was the Fenger High School tragedy.

In May 2011, the Chicago Tribune published a puff piece on the turnaround miracle at Marshall High. At the time, I didn't think it was worth the trouble of posting it. But the piece below goes into much greater detail, indicating the kind of data mania that will be brought to schools across the country in the name of school turn around. This is what the Feds are paying for: the Duncan Turnaround Model.

Once again, Chicago leads the way.

Don't think this is just Chicago. I've warned about the FSG Social Impact Consultants before, but it's worth repeating. Listing their "featured clients" as Bill & Melinda Gates Foundation, Nestle, World Wildlife Fund International, Pfizer, and NewSchools Venture Fund, these folk produced School Turnaround Field Guide in September 2010. Here are the opening paragraphs of the Executive Summary:

More than 5,000 schools, representing 5 percent of
schools in the United States, are chronically failing,
according to the latest U.S. Department of Education
statistics. These schools serve an estimated 2.5 million
students. The number of failing schools has doubled
over the last two years, and without successful
interventions, could double again over the next five years.

Bold Action
To combat this problem, the Obama administration
announced its intention to use $5 billion to turn
around the nation's 5,000 poorest-performing schools
over the next five years. This is a bold challenge
to a system that has succeeded at turning around
individual schools, but has never delivered dramatic
change at a national scale. To foster urgency and
innovation, the federal government is providing
unprecedented levels of funding and strong direction
for policy changes to support school turnaround.
District, state, private, and nonprofit education
leaders across the country have responded with an
unprecedented level of attention to school turnaround.

The report states that the following "advisory group made up of key practitioners and experts in the education field provided vital counsel for this project. FSG sincerely
thanks them for their guidance and insight."

- Alan Anderson, Chicago Public Schools
- Karla Brooks Baehr, Massachusetts Department of Elementary and Secondary Education
- Andy Calkins, The Stupski Foundation
- Matt Candler, Candler Consulting
- Justin Cohen, Mass Insight Education
-Josh Edelman, District of Columbia Public Schools
- Donald Feinstein, Academy for Urban School Leadership
- Donald Fraynd, Chicago Public Schools
- Kelly Garrett, Rainwater Charitable Foundation
- Robert Glascock, The Breakthrough Center, Maryland State Department of Education
- Leah Hamilton, Carnegie Corporation of New York
- Jennifer Henry, New Leaders for New Schools
- Jennifer Holleran, Independent Consultant
- Joanna Jacobson, Strategic Grant Partners
- Greg John, The Stuart Foundation
- Richard Laine, The Wallace Foundation
- Frances McLaughlin, Education Pioneers
- Jordan Meranus, NewSchools Venture Fund
- Courtney Philips, KIPP Foundation
- Deborah Stipek, Stanford University School of Education
- Courtney Welsh, New York City Leadership Academy

The report was financed "in part" by the Wallace Foundation. Read the report and you will see that tying teacher pay to student test scores is a key turnaround strategy.

Reminder: Before Richard Laine became Director of Education Programs at the Wallace Foundation he was head of Education Policy and Initiatives at the Illinois Business Roundtable.

Here is a list of FSG's school clients:

Academy for College Excellence
Chicago Public Schools
DC Public Schools
Institute for Learning
Jefferson County (KY) Public Schools
Lawrence Hall of Science
National Alliance for Public Charter Schools
New Jersey Charter Public Schools Association
New Schools for New Orleans
New York City Leadership Academy
New York State Juvenile Justice System
Newark Charter School Fund
NewSchools Venture Fund
Sausalito Marin City School District
Southern Regional Education Board
Stanford University
Texas Higher Education Coordinating Board
Xavier University

Notice any patterns here?

Employee Job Losses

Would you like to deconstruct Mr. Fraynd's statement here?

Mr. Fraynd said the data he tracks have played a role in disciplinary actions and job losses for employees of his office and the schools he oversees. The data haven't been used against teachers, as their union contract bars it. But by 2013, such benchmarks as student academic growth will become part of broader teacher performance evaluations.

Chicago bases its turnaround discipline policy on the New York City police system: Act on every misdemeanor. Teachers are required to log every incidence of student misconduct, from texting in class to fighting. Corporate-politicos say they want teachers to be trained in a clinical medical model. The truth of the matter is that they require teachers to act like cops--when they aren't busy performing their jobs as factory foremen.

Note that in the Chicago turnaround model, 80% of the teachers are "replaced," and two number crunchers are brought in. And an undisclosed number of those left are "managing" online instruction--meaning students sit at computers and work through assignments at their own pace. They sit at computers and "do this/do that." They work at their own pace, meaning it takes some longer to fill in the multiple choice answers than others. Read carefully and you will see that students in these classes are working on different subjects. So this isn't a "class," this is a factory for completing scripted assignments.

I suggest that schools that want to get students to attend should take the drastic action of scrapping a curriculum designed in the late 1800's and take the bold step of offering them a curriculum that means something.

Here are the Course Objectives for Freshman English for John Marshal Metropoliitan High school:

By the end of your freshman year in English, you should be able to do the following:
Understand subject/verb agreement.
Understand the eight parts of speech (noun, verb, adjective, adverb, interjection, conjunction, preposition, pronoun)
Utilize conventions of proper English in both writing and speaking.
Apply varied sentence structure and word choice to oral and written work.
Independently develop pieces of writing (including persuasive essays) through a series of drafts utilizing editing and outlining.
Increase reading comprehension while expanding vocabulary.

Here are the Course Objectives for Freshman English Honors for John Marshal Metropolitan High school:

By the end of your freshman year in English, you should be able to do the following:
Understand subject/verb agreement.
Understand the eight parts of speech (noun, verb, adjective, adverb, interjection, conjunction, preposition, pronoun)
Utilize conventions of proper English in both writing and speaking.
Apply varied sentence structure and word choice to oral and written work.
Independently develop pieces of writing (including persuasive essays) through a series of drafts utilizing editing and outlining.
Increase reading comprehension while expanding vocabulary.

Here is the syllabus for English III, taken from the John Marshal Metropoliitan High school

Course Description and Overview
The English III course will stress ACT/PSAE preparation. The English III course will establish solid foundations in word, parts of speech, grammar, vocabulary, and punctuation usage. Students will gain a thorough overview of homophones, a strong MELCON paragraph, and structuring a solid essay. Students will have the ability to revise and edit paragraphs with conviction. This course will supply students with the principles needed to successfully encounter the ACT and PSAE.

Course Objectives
Upon successful completion of the English III course, students will be able to and will have addressed the following CRS (College Readiness Standards):
* revise vague nouns and pronouns that create obvious logic problems;
* provide appropriate punctuation in straightforward situations;
* recognize and use the appropriate word in frequently confused pairs;
* use an adverb or adjective form to ensure straightforward subject-verb and pronoun-antecedent agreement;
* determine the need for punctuation and conjunctions to avoid awkward-sounding sentence fragments and fused sentences;
* decide the appropriate verb tense and voice by considering the meaning of the entire sentence;
* identify the basic purpose or role of a specified phrase or sentence;
* delete obvious synonymous and wordy material in a sentence; and
* revise expressions that deviate from the style of an essay.

Be still, my breaking heart.

They call this a curriculum?

School Reform, Chicago Style
Wall Street Journal
By Stephanie Banchero

CHICAGO--At 7:15 on a chilly May morning, Marshall Metro High School attendance clerk Karin Henry punched numbers into a telephone, her red nails clacking as she dialed.

"Good morning, Miss MeMe," she said to Barbara "MeMe" Diamond, a 17-year-old junior with a habit of oversleeping. "This is Ms. Henry, your stalker."

Turning Around Marshall High

The timing of the call was key. Earlier in the year, Ms. Henry and a co-worker were spending nearly two hours a day calling every student who hadn't checked into school by 9:30 a.m. But weekly data tracked by their office found that only about 9% of those students ever arrived. So they changed tactics, zeroing in on habitual latecomers like MeMe, and delivering wake-up calls starting at 6:30. On that May morning, 19 of the 26 students called showed up.

"I just stay in bed if no one calls me," MeMe said. "That 6:30 call be bugging me, but it gets me here."

District officials are betting that data--the relentless collection, evaluation and application of them--can serve as a wake-up call for Marshall as well.

Chicago won $20 million in federal money over three years to help improve its worst-performing schools, part of a $3.5 billion program that targeted 1,247 failing schools nationwide. The district is kicking in another $7 million in local money, and officials were determined to invest in programs that would help them measure progress, use the information to fine-tune tactics on the fly, and hold staff and students accountable for the results.

"We want to move investments to things that work," said Don Fraynd, the district official overseeing Marshall's turnaround.

One year in, results from Marshall are far from conclusive, but district officials see promising trends. Average attendance rose 22 points to 75% for the year, and 79% of freshmen were on track to advance to 10th grade, up from 34%. At each grade level, scores on standardized tests improved from fall to spring in English, math, reading and science. Other Chicago schools that have been in the program longer have reported similar gains.

It's unclear whether the program can be sustained. Chicago's district, which has a $5.5 billion budget, faces a $712 million deficit. It has slashed its share of the turnaround funds by 60% for next year.

Data collection and analysis aren't new to public education; Houston's district was an early proponent and judged it a success. But few districts have embraced them to manage student and staff performance the way Chicago has. Mr. Fraynd said the data he tracks have played a role in disciplinary actions and job losses for employees of his office and the schools he oversees. The data haven't been used against teachers, as their union contract bars it. But by 2013, such benchmarks as student academic growth will become part of broader teacher performance evaluations.

Chicago's program was partly modeled on CompStat, a New York City police system that required precinct commanders to analyze and answer for weekly crime statistics. Proponents said CompStat sharply reduced crime, though critics said the pressure led precincts to manipulate results. Similar concerns have been voiced about data-driven reforms in schools.

An informal 2009 study by the Chicago Teachers Union found that a third of teachers felt pressured to alter student grades, in part because of the district's focus on data. The union said it doesn't object to data analysis to manage teacher performance, but worries that it will be used to punish teachers rather than help them. CTU spokeswoman Liz Brown said the union opposes the district's proposed method for incorporating student test data into teacher evaluations, calling it "unreliable and erratic."

Mr. Fraynd said he's not worried about data manipulation, noting a new system that can detect, for example, whether a teacher gave passing grades to students with low test scores.

Larry Cuban, professor emeritus at Stanford University's school of education, says schools that allow data to drive decisions risk "perverse outcomes" that make aggregate numbers look better but don't improve educational outcomes for most students. He pointed, for example, to schools that focus on getting students just below passing level on state exams over the bar, while ignoring children at the lowest levels.

"When the data is in charge, you have remote control of schools and classrooms," he said. People make decisions "on how best to move the data points, not on what's best for children."

At Marshall, many staffers grumbled about the data-collection and entry requirements. Teachers, for example, had to log every incidence of student misconduct, from texting in class to fighting. Deans and department chairs input scores from every classroom teacher observation.

For Didi Afaneh, the year ended in frustration. As lead freshman teacher, she was responsible for keeping students on track to pass to 10th grade. She missed her goal by one percentage point, despite a series of steps teachers tried, from before- and after-school tutoring to visiting students at home to assigning mentors and counselors.

"For people who bust their butt every day to reach kids, and still we don't make our goals, it gets really depressing," she said at a May staff meeting .

Others, like assistant principal Matt Curtis, embraced the process but worried the school was applying and measuring too many incremental changes without determining what works. "It's very hard to get any sense of cause and effect," he said. "We need to home in on a strategy or two and make the commitment to run with that."

District officials targeted Marshall--a basketball powerhouse spotlighted in the documentary "Hoop Dreams"--based on some grim statistics. It had the city's lowest percentage of freshmen on track to become 10th-graders, and the lowest attendance rate among Chicago's conventional high schools: 53%. Half its students were dropouts; only 3% passed state proficiency exams. Most came from poor homes in violent neighborhoods.

The 118-year-old building stands in East Garfield Park, a depressed West Side neighborhood where redevelopment efforts stalled. A few blocks away, a sign on a vacant lot heralds the construction of a new condo project. Expected completion: 2008.

The school used its turnaround funds to replace 80% of its faculty [emphasis added], revamp curriculum and enhance anti-truancy efforts, among other steps; it adopted the CompStat-style system to measure progress on all those fronts.

Two number crunchers at Marshall digested tens of thousands of data points, from the frequency of fights to cheerleaders' GPAs. Charts lining the hallways listed attendance rates of individual students. Staff members gathered regularly for "performance management" meetings to review data and outline solutions.

During one meeting in May, a chart projected on screen showed that only 22% of students enrolled in online courses--where teachers supervise classrooms of students following lectures or reading textbooks online--were on track to complete them on time, down from 32% in February. Mr. Fraynd wanted an explanation.

One teacher cited unmotivated students and absenteeism as factors. But Mr. Fraynd wasn't buying it. He said he had dug into the data himself and found that regular attendees and frequent absentees had similar completion rates.

"What I haven't heard you address is the behavior of the teacher in the room," he said. "On my observations in the classrooms, I don't see active mentoring happening, and I am curious about why."

James Dorrell, a teacher who oversaw an online classroom, noted that the such classes can be tough to manage because students work at their own pace, on different subjects. "If I sit down with one kid for 10 minutes, then the other kids get distracted."

Principal Kenyatta Stansberry, who's ultimately responsible for the stats, proposed more training for teachers in data analysis so they can better track students, and a requirement that teachers complete detailed reports on student progress every five weeks. She also pledged to be more selective in picking teachers for the online program.

Kyle Birch, a first-year special-education teacher, adopted Marshall's data mining to scrutinize his own teaching methods. He picked apart every answer on one 40-question exam and found only 17% of his students could graph a sloped line, despite his spending days teaching the skill.

So Mr. Birch summoned his students outside and had them plot points with chalk on a grid drawn on the sidewalk. He made them walk a path connecting the dots, hoping the movement would aid their comprehension. In retesting later, he found that most of them understood.

Mr. Birch also scanned the data for clues on which of his special-education students might succeed in a mainstream math class and moved four of them up. "The data opened the door for these kids," Mr. Birch said.

Marshall's most aggressive turnaround efforts focused on its most persistent challenge: attendance. Two years ago, barely half the students showed up on an average day.

Such absenteeism can doom broader reform efforts. Research shows that dropouts follow a process of gradual disengagement, where students miss more and more school until they find it impossible to catch up. Sporadic attendance makes it difficult for teachers to stay on pace with their lessons.

Ayesha El-Amin Calhoun, head of the attendance office, tried a number of tactics to boost attendance, from calling kids at home before school to dangling common attendance rewards such as bus passes and MP3 players. She also hired "student advocates," to cruise neighborhoods searching for students. Each of these efforts was measured, evaluated and, when warranted, adjusted or dropped.

At a Jan. 27 meeting, Ms. Calhoun reported that her office was most effective with the most chronic absentees: 88% of students who showed up just a third of the time during the first quarter boosted their attendance the second quarter after some contact with her office.

She and her co-workers decided to focus more effort on students who were chronically late or absent, calling them before school and sending advocates out to find them. By the end of the year, attendance had risen to 75%.

What made the biggest difference, Ms. Calhoun concluded, was not the calls, but the quantity and quality of interactions between students and her staffers. "The kids who make a connection to Ms. Henry or other adults in this office are the ones who keep coming back," she said. She wants her staff to spend more time cultivating relationships with students like MeMe.

The most successful attendance program--the Calhoun Challenge--evolved over time. At the beginning of the year, Ms. Calhoun asked 74 chronically truant students to sign in every day for six weeks.

During the first few weeks, their attendance improved to 50% from 45%, but eventually tailed off to about 40%.

"I realized a short-term goal of 10 days was [more] attainable," she said.

From there, Ms. Calhoun kept tweaking the challenges to boost response rates and test variables. In late October, she asked 43 frequent absentees to sign a contract promising to attend school for 10 straight days. In that span, they nearly closed the 20-point gap between their attendance rates and Marshall's average. Once the challenge ended, the students lapsed.

Next year, Ms. Calhoun plans to open the challenges to more students, with competitions pitting siblings or groups against each other and follow-up contracts for students who slough off. She also plans to devote more effort to students who have the intellectual ability to do well in school, but fall behind because of absenteeism.

Sharief Raines, an 18-year-old senior with a toddler at home, took the challenge after missing every school day in December. In January, she showed up 12 of 19 days. Ms. Calhoun even watched the baby one afternoon while Sharief did homework. "I saw Dean Calhoun was trying to help me," she said. "I didn't want to let her down."

Sharief graduated June 11.

Write to Stephanie Banchero at stephanie.banchero@wsj.com

But wait,
Chicagoâs Democratically-Led Elementary Schools
Far Out-Perform Chicago's 'Turnaround Schools'
. In late February 2012, the school reform research group Designs for Change released a report showing that school turnarounds, pushed by President Obama's Education Secretary Arne Duncan are not worth the extra expense, and that the unheralded reforms brought about under the authority of parent-led, democratically-elected local school councils have been far more effective.

Reporting in Substance, John Kugler provides this summary of the 9 key points in the report:

Conclusion 1. The studyâs evidence does not justify the continuation of the School Turnaround Strategy in Chicago schools with a concentration of high-poverty students, including the establishment of more Turnaround Schools through February 2012 Chicago School Board Action.

Conclusion 2. Each phase of the School Turnaround effort in Chicago has been generously supported with extra resources, including teacher pre-service preparation, school facilities improvement, staff selection, school leadership, and staff support.

Conclusion 3. School communities have repeatedly sought these same resources that have been given to the Turnaround Schools, but have been denied. Chicago must have an equitable transparent process for allocating desperately-needed resources.

Conclusion 4. Given the meager academic progress of Elementary Turnaround Schools and their high teacher turnover rate, which undermines the basic culture of the school, the researchers conclude that the resources devoted to Turnaround Schools can be better spent by supporting alternative research-based strategies.

Conclusion 5. This study indicated that the high-poverty schools achieving the highest reading scores were governed by active Local School Councils who chose their principals, and had experienced unionized teachers. effective elementary schools have dedicated strong Local School Councils, strong but inclusive principal leadership, effective teachers who are engaged in school-wide improvement, active parents, active community members, and students deeply engaged in learning and school improvement.

Conclusion 6. Related research indicates that high-poverty schools with sustained test score improvements tend to carry out a specific set of practices and methods of organization. These effective elementary schools have dedicated strong Local School Councils, strong but inclusive principal leadership, effective teachers who are engaged in school-wide improvement, active parents, active community members, and students deeply engaged in learning and school improvement.

Conclusion 7. A basic distinction between high-scoring and low-scoring schools is that high-scoring schools carry out engaging instructional activities that help students master demanding standards, while low-scoring schools focus on various form of test preparation.

Conclusion 8. In their practice of School-Based Democracy, the school community functions as a unified team and understands and acts on the close relationship between the issues facing the school and the community.

Conclusion 9. While even the highest-scoring schools, based on existing measures, need to improve, the practices and methods of collaboration that characterize the high-poverty schools that show sustained improvement are clear. The resources now used for Turnaround Schools need to be shifted to helping these effective schools become resources for other schools and to support their own mutual continued improvement.

Kugler observes that "The most interesting fact is that this research is not new but backed now by years of data that refute the privatization of school management and firing of entire staffs -- including the lunch ladies -- to "fix" schools. In fact, what Chicago calls "turnaround" is actually the program called "reconstitution" -- and every reputable study nationally since the mid-1990s has concluded that reconstitution does not work. Because Illinois state law does not recognize so-called "turnaround", the Board Reports that are scheduled to be voted upon on February 22, 2012 in Chicago are for the "Reconstitution" of the ten schools. Not only is "turnaround" a hoax, but it is a legal fiction as well."

Reminder: In 2009, Secretary of Education Arne Duncan told the Associated Press (among others) about the plan: "Here's a chance to do something dramatically different."

Duncan explained that the administration's goal is for the lowest-performing 1,000 schools to close and reopen each year for the next five years. In the Seattle Times the subhead read: President Barack Obama intends to use $5 billion to prod local officials to close failing schools and reopen them with new teachers and principals.

The ABC version of the story said that every school that closed and reopened with a different staff could get $1 million.

CBS focused on Duncan's desire to put a laser-like focus on the 5,000 schools targeted for closing.

Leave it to Substance and to Black Agenda Report, who reprinted the Substance article, June 3, 2009

Obama Ordering States to Close 5,000 'Failing' Schools!... Chicago Lies Go National

by George Schmidt

This article was originally published in the print edition of Substance, May 2009.

Using language that most of the United States has not yet heard, but which will become familiar to democratically elected school boards from rural Maine to the Mexican border south of San Diego and El Paso, President Barack Obama's Secretary of Education, former Chicago schools Chief Executive Officer Arne Duncan, launched a national campaign in May 2009 to privatize between five and ten percent of the remaining public schools in the USA.

Under the headline "Obama Wants to See 5,000 Failing Schools Close," Associated Press reporter Libby Quaid released a three-paragraph story on May 11 that rocked the nation.
"Barack Obama wants to see 5,000 failing schools close and reopen with new principals and teachers over the next five years," the AP reported.

"Education Secretary Arne Duncan says kids have only one shot at a good education. He told The Associated Press on Monday that chronically underperforming schools need a new start," the story went on.

STOP: As Chicagoans know, and the rest of the USA is about to learn, when a Chicago politicians talks about "underperforming" schools, he is slipping into that weasel wording that Chicago came to know from Arne Duncan. Just as he did in Chicago, Duncan talked about "underperforming" schools -- not "failing" ones. Why? Because Duncan wanted to obfuscate, not illuminate, the complex issues arising from the use of biased so-called "standardized" tests to rank and sort schools and children. By using terms out of the corporate world -- "underperforming" stocks, for example, should probably be dumped from your "portfoliio" -- Duncan evades reality, rather than illuminates it. And that's how Chicago's corporate school reform wants it.

"The administration wants to spend $5 billion to facilitate school turnarounds," the AP article went on. "[This] could translate to $1 billion for every school that is closed and reopened. Much of the money is already approved: The federal school turnaround program gets about $500 million a year, and the stimulus legislation boosted funding to $3.5 billion."
Among other things, Arne Duncan refuses to say how any district will know how to proclaim "underperformance." Just as it proved impossible in Chicago, so it will be across the USA.
But behind the rhetorical smokescreen typical of corporate Chicago's school reform jargon, Duncan is wielding the biggest stick in the history of American public education: the second wave of federal "stimulus" money. The Obama administration intends to force the entire country to begin the massive privatization of public education or face the loss of hundreds of millions of dollars in federal money.

Of course, the feds won't be forcing any policy on anyone: "The various school districts themselves would have to actually order schools closed," the AP article concluded.

But district after district has shown that they will do most anything for money. If you aren't underperforming already, you will be soon. You can count on it.

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— Susan Ohanian & multiple other authors.
Substance, Leavenworth Lamp, & Wall Street Journal




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